Exploring leadership preferences in multicultural workgroups: An Australian case study

Abstract

A workforce comprising individuals from diverse cultural backgrounds necessitates attention to subordinate leadership preferences. Exploratory studies conducted within an Australian Government department examined the mix of leadership behaviours that different cultural workgroups preferred their supervisors to display. Transactional and transformational leadership approaches were explored and workgroups were classified either as Australian or Non‐Australian background (NAB). Case study methodology employing semi‐structured interviews, written surveys, organisational document review and on‐site observations was used. Findings indicate that Australian supervisors and their subordinates were not aware of the types of, or the subordinates’ preferences for leadership behaviours displayed by the supervisors. While both cultural workgroups preferred transformational leadership behaviours, they differed in the mix and intensity of transactional and transformational leadership behaviours they would prefer their supervisors to display. The findings have significance for supervisory leadership practices and leadership training for organisations and leaders who wish to develop their culturally diverse workgroup leadership skills.

Citation

Brain, K. and Lewis, D. (2004), "Exploring leadership preferences in multicultural workgroups: An Australian case study", Leadership & Organization Development Journal, Vol. 25 No. 3, pp. 263-278. https://doi.org/10.1108/01437730410531065