The Impact Of National Culture On Effectiveness Of Situational Leadership Hersey-Blanchard
[Full Text]
AUTHOR(S)
Prima Vandayani, Dwi Kartini, Hilmiana, Yudi Azis
KEYWORDS
Keywords — situational leadership, leader style, national culture, followers readiness, development level.
ABSTRACT
Abstract: The purpose of this paper was to extend of my previously published paper in domestic journal at Banking and Management Review by School of Economics Ekuitas Bandung, Indonesia. Such paper concluded that Hersey Blanchard's situational leadership concept is not entirely appropriate when applied to Bank Nagari - Branch Bandung as analysis unit. Therefore this paper try to propose national culture as one of the factors that may be the cause of the discrepancy. This study was theoritical review, especially about the effect national culture on leadership effectiveness of Bank Nagari Branch Bandung. The result illustrated that national culture have a significant effect on leadership effectiveness of Bank Nagari Branch Bandung.
REFERENCES
[1] R.R. Blake, J.S. Mouton and A.C. Bidwell, “Managerial Grid,” American Psychological Association, Advanced Management - Office Executive, Vol 1(9), pp.12-15, 1962.
[2] P. Hersey and K.H. Blanchard, “Life Cycle Theory of Leadership,” American Psychological Association, Training and Development Journal, Vol 23 (5), pp.26–34, 1969.
[3] P. Hersey, K.H. Blancard and D.E. Johnson, “Management Of Organizational Behavior-Utilizing Human Resources,” 7th Edition, Prentice Hall International, London, 1996.
[4] K.H. Blancard, “Situational Leadership,” Leadership Excellence, 25 (5), pp. 19, 2008.
[5] G. Hofstede, “Dimensionalizing Cultures: The Hofstede Model in Context,” International Association for Cross-Cultural Psychology, Online Readings in Psychology and Culture, Vol.2(1), 2011. http://dx.doi.org/10.9707/2307-0919.1014
[6] G. Hofstede, G.J. Hofstede and M. Minkov, “Cultures And Organizations : Software Ofthe Mind - Intercultural Cooperation And Its Importance For Survival,” McGraw Hill : New York, 2010.
[7] N. Muenjohn, and A. Amstrong, “Transformational Leadership-The Influence of Culture on the Leadership Behaviours of Expatriate Managers,” International Journal of Business and Information, Vol.2 (2), pp. 265-283, 2007.
[8] WJ. Reddin, “The 3-D Management Style Theory,” Training and Development Journal, Vol 21 (4), pp. 8–17, 1967.
[9] H.A. Sabri, “Re-Examination Of Hofstede's Work Value Orientations On Perceived Leadership Styles In Jordan,” International Journal of Commerce and Management Vol. 22 (3), pp. 202-218, 2012 DOI 10.1108/10569211211260292
[10] E. Schein, “Organizational Culture and Leadership”, 4th Edition, John Wiley & Sons : San Francisco, 2010.
[11] Stogdill, Ralph Melvin, and Alvin E. Coons, “Leader Behavior: Its Description and Measurement,” Ohio State University, Research Monograph No. 88, 1957.
[12] V.H. Vroom and A.G. Jago, “The Role of Situation in Leadership,” American Psychologist, pp. 17-24, 2007.
[13] H. Wendt, M.C Euwema and I.J.H. Van Emmerik, “Leadership And Team Cohesiveness Across Cultures,” The Leadership Quarterly 20, 358–370, 2007, doi:10.1016/j.leaqua.2009.03.005
[14] G. Yukl and R. Mahsud, “Why Flexible And Adaptive Leadership Is Essential,” Consulting Psychology Journal: Practice and Research, Vol. 62 (2), pp. 81–93, 2010, DOI: 10.1037/a0019835
[15] P. Vandayani, “Measurement Of The Effectiveness Of Leadership Styles By Using The Calculation Of Method Hersey-Blanchard Case Study At Bank Nagari Branch Bandung,” Banking & Management Review, School of Economics Ekuitas Bandung, Indonesia, Vol. 2 (1), 2013.
|