Adaptation vs authenticity: achieving leader effectiveness in intercultural encounters with followers–towards an integrated model

Michael J. Green

    Research output: Contribution to journalArticlepeer-review

    1 Citation (Scopus)
    1 Downloads (Pure)

    Abstract

    Previous research on leader effectiveness in intercultural encounters has focused on the ‘cultural congruence proposition’ which indicates that leaders from one culture encountering followers from a different culture should modify their behaviour away from their own values towards the collective values of the followers in order to enhance their effectiveness. This proposition appears to contradict the basic tenets of authentic leadership theory which indicate that effective leaders align their behaviour strictly with their own values. This paper proposes a theoretical model which draws upon each perspective and integrates them to reconcile this apparent conflict. The model suggests that effective cross cultural leaders use both self-regulation and their cultural intelligence to engender optimum ratings from their followers.
    Original languageEnglish
    Pages (from-to)257-271
    JournalInternational Journal of Cross Cultural Management
    Volume17
    Issue number2
    Early online date17 May 2017
    DOIs
    Publication statusPublished - 1 Aug 2017

    Fingerprint Dive into the research topics of 'Adaptation vs authenticity: achieving leader effectiveness in intercultural encounters with followers–towards an integrated model'. Together they form a unique fingerprint.

    Cite this