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Abstract
This study investigates from the individual's self-assessed perspective about how work related cultural values and level of job satisfaction affect his or her propensity towards transformational leadership behaviors. Drawing from Kouzes and Posner's leadership model of the five practices of exemplary leadership, Dorfman and Howell's adaptation of Hofstede's four national culture dimensions to the individual level, and Smith, Kendall, and Hulin's job satisfaction scales, a framework was developed, with cultural values and job satisfaction variables as independent and transformational leadership variables as dependent.
Three hypotheses were proposed: 1.) significant correlation exists between work related cultural values of the individual and transformational leadership behaviors, 2.) significant correlation exists between job satisfaction of the individual and transformational leadership behaviors, and 3.) work related cultural values and job satisfaction are related to transformational leadership behaviors.
The analyses revealed support for the first hypothesis in that all cultural values correlated with the Leadership Practices Inventory (LPI) scales for transformational leadership behaviors. The second hypothesis was only partially supported via significant negative correlations for two of the Job Descriptive Index (JDI) measures for job satisfaction. The third hypothesis was partially supported with some of the variables and the regression equation yielded forty-two percent of the transformational leadership score attributable to the work related cultural values and job satisfaction variables.
The results suggest self-assessments high on uncertainty avoidance, high on collectivism, low on power distance and low satisfaction with the work and job overall, to be high on transformational leadership behaviors. The outcomes are contrary to expectations and call for further research.
Introduction
Since its conceptualization numerous investigations on transformational leadership have ultimately resulted in it becoming universally associated with high quality, ideal or effective leadership, and positively related to both effective individual and organizational performance (DeGroot, Kiker, & Cross 2000; Den Hartog, House, Hanges, & Ruiz-Quintanilla 1999; Howell & Avolio, 1993). The impact of transformational leaders on creating or changing organizational culture is complicated by the reciprocal force of the culture's impact on the development of its leadership (Bass & Avolio 1993) and the various levels of cultures that are involved. It is this interplay between culture and leadership that becomes relevant when talking about organizational transformation.
As organizations undertake cultural transformation efforts, it becomes increasingly important...