Corpus ID: 26890650

Leadership in Aotearoa New Zealand : A cross-cultural study

@inproceedings{Pfeifer2004LeadershipIA,
  title={Leadership in Aotearoa New Zealand : A cross-cultural study},
  author={D. Pfeifer},
  year={2004}
}
This study investigates the leadership characteristics of New Zealand’s two largest cultural groups, Māori and Pakeha. It examines the extent to which these leadership characteristics are rooted in the unique contexts of each culture. Followers’ perceptions of leadership behaviour were examined using the Multifactor Leadership Questionnaire (MLQ). The hypothesis that leadership is deeply rooted in the broader cultural contexts was supported. This provides tentative evidence that leadership… Expand

Tables from this paper

Māori women’s perspectives of leadership and wellbeing
Within Aotearoa, New Zealand, Māori women are engaged in leadership roles in community and professional workplace settings, however little is known about how they maintain their wellbeing. ThisExpand
Exploring cultural dimensions as predictors of performance management preferences: the case of self-initiating expatriate New Zealanders in Belgium
Despite the large number of New Zealanders working overseas of their own volition, the expatriate management literature has largely ignored their performance management (PM) preferences. The need toExpand
National culture as a determinant of attitudes about leadership styles
National culture represents a system of values, assumptions, beliefs, norms and attitudes that members of a nation have towards key issues and problems, which are a representative of the historicalExpand
Leadership for Social Justice: Capacity-Building Resource Manual
It has been a privilege to work and learn with you through the Leadership for Social Justice Institutes. We trust that you will continue learning from each other and building the networks andExpand
Examining the Effects of Individual's Polychronicity and Supervisor's Management Style on Creative Self-Efficacy
This research focuses on the area of individuals' creative self-efficacy studies in the workplace. Creative self-efficacy is the self belief of whether one has the capacity to perform the jobExpand
Learning to play jazz: Adaptive community leadership for turbulent times
E nga mana, e nga reo, e nga hau e wha, e rau rangatira ma, tena koutou, tena koutou, tena koutou katoa. Nau mai, haere mai ki tenei hui, ki tenei rohe. It is wonderful that you have come south toExpand
An evaluation towards head teachers’ gender based leadership styles with teachers’ job satisfaction
The main purpose of this study is to evaluate the style of leadership among the head teachers based on their gender. It also aims to explore behavioural differences between male and female headExpand
New Zealand migrants to Australia: Social construction of migrant identity
General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessingExpand
A cross-cultural look at Celebrity Sports Endorsement
Celebrity endorsers have dominated advertising for many years (Cho, 2010). Their ability to cut through advertising clutter has contributed to their effectiveness as persuasive advertising sourcesExpand
Civil society leadership as learning
............................................................................................. IX CHAPTER ONE: INTRODUCING CONTEXT AND CONTRIBUTIONExpand
...
1
2
...

References

SHOWING 1-10 OF 58 REFERENCES
Leadership perceptions in cross-cultural context: Pakeha and Pacific islanders in New zealand
This study examined followers' perceptions of the leadership style of leaders who were culturally similar or different to themselves. Participants were members of two ethnic groups who were employedExpand
Leadership and culture in New Zealand
This chapter begins with an overview of New Zealand’s historical development, and the cultural themes that have emerged since European settlement in the 1800s. The GLOBE methodology in New Zealand isExpand
Bridging Leadership and Culture: A Theoretical Consideration of Transformational Leadership and Collectivistic Cultures
Although transformational leadership has gained increased attention by management researchers as a new paradigm for understanding leadership in organizations, little research effort has focused uponExpand
Culture Specific and Cross-Culturally Generalizable Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed?
TLDR
The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures. Expand
Cross-cultural comparison of leadership prototypes
Despite the recognized importance of leadership in organizational contexts, relatively few studies have examined the concept of leadership in various cultures. To better understand cross-culturalExpand
Charismatic leadership: Strategies for effecting social change
Abstract Because of their unique relationship with followers, charismatic leaders can be powerful agents of social change. Current theories of charismatic leadership have emphasized primarily theExpand
Transactional versus transformational leadership: An analysis of the MLQ.
A questionnaire used often to measure transformational, transactional and laissez-faire leadership is che Multifactor Leadership Questionnaire developed by Bass (Bass & Avolio, 1989). This study aimsExpand
Leadership in organisations: Meta, macro and micro
The study of leadership suffers from too many definitions, not too few. Much of this confusion springs from the fact that there are two fundamentally different perspectives on leadership. From theseExpand
The effects of transformational leadership on teacher attitudes and student performance in Singapore
Summary Transformational leadership theory was examined in 89 schools in Singapore using a split sample technique (N = 846 teachers). The study sought to examine the influence of transformationalExpand
Cultural influences on leadership and organizations : Project GLOBE
Add list of 170 authors and their institutions here. * The authors are indebted to Markus Hauser, University of Zurich, for his thoughtful comments and suggestions relevant to this monograph. 2Expand
...
1
2
3
4
5
...