Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions

dc.contributor.author	Kheireddine, Adib Ali
dc.date.accessioned	2021-02-18T01:30:18Z
dc.date.available	2021-02-18T01:30:18Z
dc.date.issued	2008
dc.description.abstract	In the current era of globalization, cross-cultural business interactions are becoming the norm rather than the exception, involving not only managers, employees and colleagues, but also customers, suppliers and business partners. With this, today's leaders of multinational companies (MNC) are required to have international skills and awareness (Derr, Roussillon, and Bournois, 2002) and the success of MNC depends on the effective leadership and how well the leader acts in a manner sensitive to the national culture in which they operate (Prieto, 2004). Hence current leaders in MNC are challenged to have leadership robust in cross-cultural environment. Per Bass ( 1997) Transformational (TF) and transactional (TS) leadership have universality effects in all parts of the globe and in all forms of organizations but there are contradicting findings found (i.e. Pillai, Scandura, and Williams, 1999; Dubinsky, Yammarion, and Jolson, 1995).	en_US
dc.identifier.uri	http://hdl.handle.net/123456789/11348
dc.language.iso	en	en_US
dc.publisher	Universiti Sains Malaysia	en_US
dc.subject	Leadership Style	en_US
dc.subject	National Culture	en_US
dc.title	Leadership Style And Leadership Effectiveness: Moderating Role Of National Culture Dimensions	en_US
dc.type	Thesis	en_US

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