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Leadership styles and group organizational citizenship behavior across cultures
Author(s) -
Euwema Martin C.,
Wendt Hein,
van Emmerik Hetty
Publication year - 2007
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.496
Subject(s) - hofstede's cultural dimensions theory , collectivism , organizational citizenship behavior , operationalization , social psychology , psychology , directive , individualism , moderated mediation , leadership style , uncertainty avoidance , organizational culture , citizenship , individualistic culture , organizational commitment , public relations , political science , law , philosophy , epistemology , computer science , programming language , politics
This study investigates (a) the effects of societal culture on group organizational citizenship behavior (GOCB), and (b) the moderating role of culture on the relationship between directive and supportive leadership and GOCB. Data were collected from 20 336 managers and 95 893 corresponding team members in 33 countries. Multi‐level analysis was used to test the hypotheses, and culture was operationalized using two dimensions of Hofstede (2001) and GLOBE (2004): Individualism (IDV) and power distance (PD). There was no direct relationship between these cultural dimensions and GOCB. Directive leadership had a negative relation, and supportive leadership a positive relation with GOCB. Culture moderated this relationship: Directive leadership was more negatively, and supportive behavior less positively, related to GOCB in individualistic compared to collectivistic societies. The moderating effects of societal PD were explained by societal IDV. Copyright © 2007 John Wiley & Sons, Ltd.