INTRODUCTION

Abstract

The five articles in this section of Volume 3 help us understand the extent to which national and/or corporate culture influences leadership processes. Viewed in their totality it is impressive that while all these chapters report the results of empirical research, each is theoretically based and will likely contribute to both the practice of global leadership as well as theory development. While the chapters vary in terms of theory development from the embryonic to the mature, they all contribute to our understanding of the intersection between culture and leadership. From my perspective, there are quite a few unexpected results. I was also struck by the variety of research topics and methodological approaches. Perhaps I should not have been surprised given the breadth of countries and employment bases of these scholars. They represent universities, institutes and multinational corporations in China, England, New Zealand, Holland, Korea, United States, Hong Kong, Singapore, and Switzerland.

Citation

Dorfman, P.W. (2003), "INTRODUCTION", Advances in Global Leadership (Advances in Global Leadership, Vol. 3), Emerald Group Publishing Limited, Leeds, pp. 123-126. https://doi.org/10.1016/S1535-1203(02)03006-X