Search

Your search keyword '"Slawomir Jarmuz"' showing total 5 results
Start Over Author "Slawomir Jarmuz"
5 results on '"Slawomir Jarmuz"'

1. National Culture and Leadership Profiles in Europe: Some Results From the GLOBE Study

Author

Christopher Leeds, G. Audia, A. Papalexandris, Domenico Bodega, Marie Vondrysova, J. Correia Jesuino, Gerhard Reber, Matthias Kipping, Edvard Konrad, N. Rogovski, B. Rakitski, Majken Schultz, F. Broadbeck, Fred Luthans, Paul L. Koopman, Ingalill Holmberg, Hk. Thierry, Jette Schramm-Nielsen, Deanne N. Den Hartog, Slawomir Jarmuz, Celia Gutiérrez, José Prieto, Camilla Sigfrids, L. Kohtalinen, Mary A. Keating, Simon Booth, Argio Sabadin, Helena Bendova, M. Martin, Geoffrey Jones, Michael Frese, Celeste P.M. Wilderom, Mikhail V. Gratchev, Martin Lindell, G. Kipiani, Gyula Bakacsi, Staffan Åkerblom, Alexandre Kurc, Klas Brenk, Muzaffer Bodur, Erna Szabo, Dimitrios Bourantas, J. Maczynski, Stanisław A. Witkowski, Nancy Papalexandris, Rolf Wunderer, Hayat Kabasakal, Gillian S. Martin, Jürgen Weibler, R. Jorbenadse, and Work and Organizational Psychology

Subjects
Organizational Behavior and Human Resource Management, Cultural group selection, Management styles, Global Leadership, National culture, Social environment, Globe, Gender studies, medicine.anatomical_structure, medicine, Hofstede's cultural dimensions theory, Sociology, Social science, Attribution, Applied Psychology
Abstract

Different cultural groups may have different conceptions of what leadership should entail, i.e. different leadership prototypes. Several earlier studies revealed that within Europe various cultural clusters can be distinguished (Hofstede, 1991; Ronen & Shenkar, 1985). Using recent data from the GLOBE project, this article discusses similarities and differences on culture and leadership dimensions among 21 European countries. The results show that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe. Within these clusters, differences in leadership prototypes to a certain extent mirror differences in culture. On the basis of these results it is hardly possible to speak of a single typically European culture or one distinct European management style. However, on some dimensions European scores are different from at least some other regions in the world.

Published
1999

2. Culture specific and cross-culturally generalizable implicit leadership theories

Author

Marilia Ferreira Dela Coleta, Francisco Leguizamón, Sarah Falkus, Guiseppe Audia, Jian Zhou, Cecilia McMillen, Peter Cosgriff, Ping Ping Fu, Julian Andrews, Alexandre Kurc, Marie Vondrysova, Mahmoud A. Elgamal, Barbara Gorsler, Colombia Salon De Bustamante, Markus Dickson, Andrea Keller, Li Ji, Klas Brenk, Majken Schultz, Erna Szabo, Marc Deneire, Zuoqiu Yin, Elena Ibrieva, Fred Luthans, Adebowale Akande, Marina Holzer, Maria Eugenia Arias, Boris Rakitsky, Pavakanum Ubolwanna, Revaz Jorbenadse, Sylvana Trimi, Sang M. Lee, Norma Binti Mansor, Mary A. Keating, Jürgen Weibler, Anne S. Tsui, Zakaria Ismail, Kye Chung Song, Felix C. Brodbeck, Alejandro Blacutt, Peter W. Dorfman, Sandy Chau, Rabi S. Bhagat, Christopher Leeds, Sandra Martinez, Carlos Altschul, S. Antonio Ruiz-Quintanilla, Ram N. Aditya, Paul L. Koopman, Majhoub Sahaba, Fuh Yeong Kuan, Jon P. Howell, Neal M. Ashkanasy, Moudi Al-Homoud, Gerhard Reber, Edvard Konrad, Gemma Donnelly-Cox, Robert J. House, Nik Rahiman Nik Yakob, Matthias Kipping, Amir Rozen, Christopher P. Earley, Jay S. Kim, Mansour Javidan, Babajide Samuel Adetoun, Camilla Sigfrids, Dimitrios Bourantas, Jeremiah O’Connell, Hayat Kabasakal, Jyuji Misumi, Yongkang Yang, Ali Dastmalchian, Frans Marti Hartanto, Bolanle Elizabeth Akande, Richard H. G. Field, Marius W. Van Wyk, Phyllisis M. Ngin, Michael Martin, Jean Lobell, Gillian Martin, Muzaffer Bodur, Mark Fearing, Paul J. Hanges, Nikolai Rogovsky, Domenico Bodega, Martin Lindell, Marie-Françoise Lacassagne, Jagdeep S. Chhokar, Kuen Yung Jone, Mirian Sofyan Arif, Rolf Wunderer, Michio Yoshida, Helena Bendova, Daniel A. Sauers, Zuqi Shi, Joydeep Roy-Bhattacharya, Vipin Gupta, Aly Messallam, Argio Sabadin, David Beveridge, Miriam Erez, T. K. Peng, Jeffrey C. Kennedy, Deanne N. Den Hartog, Nancy Papalexandris, Markus Hauser, Albert C. Y. Teo, José Prieto, Jimmy Chiu, Jerzy Maczynski, Ikhlas A. Abdalla, Jette Schramm-Nielsen, Enrique Ogliastri, Jiming Bao, Celeste P.M. Wilderom, Giorgi Kipiani, Mikhail V. Gratchev, Philippe Castel, Ingalill Holmberg, Michael Hoppe, Jose Augusto Dela Coleta, Hafid Agourram, Jorge Correia Jesuino, Arben Asllani, Chieh Chen Chang, Henk Thierry, Jann Hidayat Tjakranegara, Simon Booth, Rongxian Wu, Maria Marta Preziosa, Michael Frese, Carmen Santana-Melgoza, Emiko Misumi, Carol Fimmen, Slawomir Jarmuz, Celia Gutiérrez, Frenda K.K. Cheung, Staffan Åkerblom, Dale Everton Carl, Eden Alvarez-Backus, Gyula Bakacsi, Annie E. Booysen, John Ickis, and Geoffrey Jones

Subjects
Organizational Behavior and Human Resource Management, Sociology and Political Science, media_common.quotation_subject, Servant leadership, Shared leadership, Leadership, Leadership studies, Transactional leadership, Situational leadership theory, Transformational leadership, Leadership style, Business and International Management, Psychology, Social psychology, Applied Psychology, media_common
Abstract

This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.

Published
1999

3. Dutch and Polish Perceptions of Leadership and Culture: The GLOBE Project

Author

Henk Thierry, J. Maczynski, Celeste P.M. Wilderom, Deanne N. Den Hartog, Slawomir Jarmuz, and Paul L. Koopman

Subjects
Uncertainty avoidance, Organizational Behavior and Human Resource Management, business.industry, media_common.quotation_subject, Global Leadership, Globe, Public relations, Leadership, Test (assessment), medicine.anatomical_structure, Leadership studies, medicine, Hofstede's cultural dimensions theory, Sociology, business, Applied Psychology, Diplomacy, media_common
Abstract

In this paper the objectives of a new international research project that focuses on the perception of leadership across cultures will be presented. The definition of leadership will be discussed in relation to cross-cultural leadership research. The ideas and theory on which the project is based will be introduced along with several of the hypotheses the project is designed to test. Besides testing the general hypotheses, results obtained in the GLOBE study can also be used for a more focused comparison between two countries. In this paper, differences in preferred leadership attributes and national culture dimensions in The Netherlands and Poland are presented. A total of 287 Dutch managers from six organizations and 277 Polish managers from six organizations filled out questionnaires. The results indicate that Dutch and Polish cultures differ strongly on power distance, uncertainty avoidance and future orientation. Regarding preferred attributes for outstanding leadership, Polish respondents score especially high on administrative skills, vision, and diplomacy, whereas Dutch managers emphasize integrity, inspirational behavior and vision. Polish respondents are also less negative about autocratic leadership.

Published
1997

5. Cultural variation of leadership prototypes across 22 European countries

Author

Erna Szabo, Athan Papalexandris, Giuseppe Audia, Gillian S. Martin, George Kipiani, Paul L. Koopman, Felix C. Brodbeck, Mary A. Keating, Jürgen Weibler, Nancy Papalexandris, Domenico Bodega, Gerhard Reber, Martin Lindell, Muzaffer Bodur, Ravaz Jorbenadse, Camilla Sigfrids, Gyula Bakacsi, Rolf Wunderer, Gemma Donnelly-Cox, Jeremiah O’Connell, Hayat Kabasakal, Celeste P.M. Wilderom, Mikhail V. Gratchev, Marie Vondrysova, Alexandre Kurc, Staffan Åkerblom, José Prieto, Stanisław A. Witkowski, Deanne N. Den Hartog, Helena Bendova, Majken Schultz, Ingalill Holmberg, Michael Frese, Jorge Correia Jesuino, Slawomir Jarmuz, Simon Booth, Argio Sabadin, Jette Schramm-Nielsen, Christopher Leeds, Boris Rakitski, Henk Thierry, Edvard Konrad, Jerzey Maczynski, Phillippe Castel, Klas Brenk, Work and Organizational Psychology, and Faculty of Behavioural, Management and Social Sciences

Subjects
Organizational Behavior and Human Resource Management, media_common.quotation_subject, Social environment, Shared leadership, Leadership, Test (assessment), Cultural diversity, Leadership style, IR-104293, Hofstede's cultural dimensions theory, Psychology, Function (engineering), Social psychology, Applied Psychology, METIS-208827, media_common
Abstract

This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle‐level managers (N = 6052) from 22 European countries rated 112 questionnaire items containing descriptions of leadership traits and behaviours. For each attribute respondents rated how well it fits their concept of an outstanding business leader. The findings support the assumption that leadership concepts are culturally endorsed. Specifically, clusters of European countries which share similar cultural values according to prior cross‐cultural research (Ronen & Shenkar, 1985), also share similar leadership concepts. The leadership prototypicality dimensions found are highly correlated with cultural dimensions reported in a comprehensive cross‐cultural study of contemporary Europe (Smith, Dugan, & Trompenaars, 1996). The ordering of countries on the leadership dimensions is considered a useful tool with which to model differences between leadership concepts of different cultural origin in Europe. Practical implications for cross‐cultural management, both in European and non‐European settings, are discussed.

Catalog

Books, media, physical & digital resources
See catalog results