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Culture, Self-Identity, and Work$
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Miriam Erez and P. Christopher Earley

Print publication date: 1993

Print ISBN-13: 9780195075809

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195075809.001.0001

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Leadership

Leadership

Chapter:
(p.172) 8 Leadership
Source:
Culture, Self-Identity, and Work
Author(s):

Miriam Erez

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195075809.003.0008

Leadership's definition has posed great challenges in exploring its dimensions and consequences for organisational behaviour. This section focuses on leadership models with respect to cultural diversity, and the major hypothesis is that culture-based symbols and legends determine effective management of people. One of these is the power-oriented paradigm, which concentrates on the ways a leader acquires and employs authority to influence others. The trait approach deals with the personal traits required to stand out and lead, while the behaviour model seeks to classify appropriate individuals through their initiative, success level of undertakings, kind of relationships, and orientation. Another is the interactive theory, which states that leadership effectiveness and likeability are determined by the association between the person and the environmental factors. All of these are consolidated in order to formulate a better perspective in the form of Cultural Self-Representation.

Keywords:   leadership, organisational behaviour, cultural diversity, human resources, Cultural Self-Representation

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