Modes of cross-cultural leadership adjustment : adapting leadership to meet local conditions and/or changing followers to match personal requirements? / Tsai, Chin-Ju; Carr, Chris; Qia, Kun; Supprakit, S.

In: The International Journal of Human Resource Management, Vol. 30, No. 9, 2019, p. 1477-1504.

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Modes of cross-cultural leadership adjustment : adapting leadership to meet local conditions and/or changing followers to match personal requirements? / Tsai, Chin-Ju; Carr, Chris; Qia, Kun; Supprakit, S.

In: The International Journal of Human Resource Management, Vol. 30, No. 9, 2019, p. 1477-1504.

Research output: Contribution to journalArticlepeer-review

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Tsai, Chin-Ju ; Carr, Chris ; Qia, Kun ; Supprakit, S. / Modes of cross-cultural leadership adjustment : adapting leadership to meet local conditions and/or changing followers to match personal requirements?. In: The International Journal of Human Resource Management. 2019 ; Vol. 30, No. 9. pp. 1477-1504.

BibTeX

@article{0fec6e85814f42f680d209e14ad98aae,
title = "Modes of cross-cultural leadership adjustment: adapting leadership to meet local conditions and/or changing followers to match personal requirements?",
abstract = "In this article, we present a study that explores modes of cross-cultural leadership adjustment (CLA) and investigates the forces influencing them. Nicholson{\textquoteright}s (1984) theory of work role transitions was used as the theoretical foundation to explore work role requirements (consisting of role discretion and novelty of job demands) as potential predictors of modes of CLA. Our data were collected from expatriate senior managers working in Thailand. The results show that the majority of our expatriate executives make adjustments to their leadership approach and try to change Thai employees—thus demonstrating the adoption of an exploration mode of adjustment—and that role requirements, Thai employee characteristics, the local hierarchy system, and the expatriate leaders{\textquoteright} perceptions all influence the latter{\textquoteright}s modes of adjustment. Based on our findings, we develop a theoretical framework and a number of research propositions. Finally, we discuss the implications of our findings.",
keywords = "Cross-cultural leadership adjustment (CLA); multinational corporations (MNCs); Thailand; work role transitions (WRT)",
author = "Chin-Ju Tsai and Chris Carr and Kun Qia and S Supprakit",
year = "2019",
doi = "10.1080/09585192.2017.1289549",
language = "English",
volume = "30",
pages = "1477--1504",
journal = "The International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "9",

}

RIS

TY - JOUR

T1 - Modes of cross-cultural leadership adjustment

T2 - adapting leadership to meet local conditions and/or changing followers to match personal requirements?

AU - Tsai, Chin-Ju

AU - Carr, Chris

AU - Qia, Kun

AU - Supprakit, S

PY - 2019

Y1 - 2019

N2 - In this article, we present a study that explores modes of cross-cultural leadership adjustment (CLA) and investigates the forces influencing them. Nicholson’s (1984) theory of work role transitions was used as the theoretical foundation to explore work role requirements (consisting of role discretion and novelty of job demands) as potential predictors of modes of CLA. Our data were collected from expatriate senior managers working in Thailand. The results show that the majority of our expatriate executives make adjustments to their leadership approach and try to change Thai employees—thus demonstrating the adoption of an exploration mode of adjustment—and that role requirements, Thai employee characteristics, the local hierarchy system, and the expatriate leaders’ perceptions all influence the latter’s modes of adjustment. Based on our findings, we develop a theoretical framework and a number of research propositions. Finally, we discuss the implications of our findings.

AB - In this article, we present a study that explores modes of cross-cultural leadership adjustment (CLA) and investigates the forces influencing them. Nicholson’s (1984) theory of work role transitions was used as the theoretical foundation to explore work role requirements (consisting of role discretion and novelty of job demands) as potential predictors of modes of CLA. Our data were collected from expatriate senior managers working in Thailand. The results show that the majority of our expatriate executives make adjustments to their leadership approach and try to change Thai employees—thus demonstrating the adoption of an exploration mode of adjustment—and that role requirements, Thai employee characteristics, the local hierarchy system, and the expatriate leaders’ perceptions all influence the latter’s modes of adjustment. Based on our findings, we develop a theoretical framework and a number of research propositions. Finally, we discuss the implications of our findings.

KW - Cross-cultural leadership adjustment (CLA); multinational corporations (MNCs); Thailand; work role transitions (WRT)

U2 - 10.1080/09585192.2017.1289549

DO - 10.1080/09585192.2017.1289549

M3 - Article

VL - 30

SP - 1477

EP - 1504

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 9

ER -