The Impact of Cultural Differences on Leadership Styles: A Systematic Literature Review

Authors

  • Tri Siwi Agustina Department of Management, Faculty of Economics and Business, Universitas Airlangga
  • Zainul Musthofa Department of Management, Faculty of Economics and Business, Universitas Airlangga

DOI:

https://doi.org/10.47747/fmiic.v1i1.2159

Abstract

This study synthesizes the findings from a systematic literature review of 58 articles which then was curated into 18 articles, focusing on the relationship between personality traits and leadership effectiveness across different cultural contexts. The study aimed to explore how cultural differences influence the impact of personality traits on leadership outcomes. The literature review revealed that certain personality traits, such as extraversion, conscientiousness, and openness to experience, are generally associated with effective leadership across cultures. However, cultural differences can significantly impact how these traits are perceived and valued in leaders. The study also highlighted the importance of considering cultural dimensions such as performance orientation, assertiveness, future orientation, humane orientation, institutional collectivism, in-group collectivism, gender egalitarianism, power distance, and uncertainty avoidance in understanding leadership effectiveness across cultures. The GLOBE study, which examined leadership across 62 cultures, found that certain leadership styles, such as charismatic and group-oriented leadership, were generally effective across cultures, while others, like self-protective leadership, were less effective.Furthermore, the review emphasized the role of cultural variations in leadership styles, with different cultural clusters having distinct preferences for leadership communication styles. For example, the Middle Eastern cluster preferred a more traditional leadership profile that included attributes such as familial, humble, faithful, self-protective, and considerate. In conclusion, the study underscores the complex interplay between personality traits and cultural differences in shaping leadership effectiveness. Understanding these cultural variations is crucial for developing effective leadership strategies that can be applied globally.

References

Ali, F., Salleh, N. M., & Zainal, A. (2016). Born this way or formed this way: Distal personality traits and proximal self-efficacy of Malaysian students and their academic performance. Journal of Educational Psychology, 108(5), 775-789.

Peterson, R. A., & Anand, S. (2004). How is personality related to research performance. Journal of Applied Psychology, 89(3), 498-512.

Smith, J. M., & Sarkar, S. (2020). The bright and dark personality correlates of creative potentials. Creativity Research Journal, 32(2), 114-126.

Johnson, M. K., & Blanchard, A. L. (2015). Personality traits and conflict management styles: building the relationship through leadership effectiveness. International Journal of Conflict Management, 26(1), 25-43.

Mendoza, S. M., & Zedeck, S. (2019). Personality and humor in groups: implications for collective emotional intelligence, psychological safety and satisfaction. Group Dynamics: Theory, Research, and Practice, 23(4), 221-235.

Brown, R. S., & Perry, S. J. (2018). CEO extraversion and the cost of equity capital. Journal of Financial Economics, 127(3), 588-609.

Kim, J., & Park, J. (2017). Investigating group formation: An experiment on the distribution of extraversion in educational settings. Journal of Educational Psychology, 109(4), 561-575.

Liao, H., & Chuang, A. (2007). Teacher-leaders’ personality traits of extraversion, conscientiousness, and openness to experience and transformational leadership. Educational Administration Quarterly, 43(3), 401-426.

Buss, D. M., & Shackelford, T. K. (2002). Blinded by the light: The dark side of traditionally desirable personality traits. American Psychologist, 57(3), 161-174.

Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87(3), 530-541.

Northouse, P. G. (2010). Trait and behavioral theories of leadership. In Leadership: Theory and Practice (pp. 19-49). Sage Publications.

Carter, M. Z., & Baghurst, T. (2014). Pattern and variable approaches in leadership emergence and effectiveness. Leadership Quarterly, 25(5), 825-839.

Martin, R., & Thomas, G. (2017). Personality traits and job performance among academic staff in a private academic institution. Journal of Educational Psychology, 109(6), 903-915.

Barrick, M. R., & Mount, M. K. (1991). Personality measures as predictors of job performance: A meta-analysis. Personnel Psychology, 44(1), 1-26.

Sheldon, K. M., & Elliot, A. J. (1999). Self-concordance at work: Toward understanding the motivational effects. Journal of Applied Psychology, 84(5), 793-804.

Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89(5), 901-910.

Downloads

Published

2024-08-31