Introduction to the special issue: preferred explicit leadership preferences across cultures

摘要

Purpose - The purpose of this editorial commentary is to present an introduction to the research project and an overview of the papers in this special issue. Design/methodology/approach - This short introduction introduces some history of the Preferred Explicit Leader Behaviour and Values Across Cultures project, and introduces the articles in the special issue. Findings - The findings in the special issue indicate that the LBDQⅫ is adequate for the task at hand, and that societal cultural differences moderate variability in preferences for leader behaviour associated with leadership effectiveness. The reputation of the LBDQⅫ has been damaged by researchers, editors, reviewers, and dissertation and thesis supervisors' lack of knowledge or disregard of available knowledge concerning the development of the instrument, its use, and proper methods and methodology. The results in the project studies indicate that similarities such as the same local language coupled with geographic proximity lead to similar kinds of preferred leader behaviour priorities between countries and within countries having diverse sub-cultures, such as China. Although the samples were all employed businesspeople, sample differences can have significant effects, such as influence stemming industry membership. A conclusion is that, carefully applied and analysed, the LBDQⅫ is a useful, reliable, and valid survey instrument that can be employed to prepare, educate, and develop expatriates and local managers as to what behaviours are expected in business organisations in different cultures. Originality/value - The large majority of studies of leadership focus on implicit leadership theory, describing characteristics and traits of leaders. The studies in the preferred leader behaviour project employ explicit leader behaviour theory and operationalisations to identify subordinates' ideal leader behaviour, which can be compared to actual organisational manager behaviour or the behaviour preferences of oneself. The studies are of value to practitioners and researchers interested in managerial leadership across and within countries.