TY  - JOUR
AB  - 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.
VL  - 25
IS  - 3
SN  - 0143-7739
DO  - 10.1108/01437730410531065
UR  - https://doi.org/10.1108/01437730410531065
AU  - Brain Kenneth
AU  - Lewis Dianne
PY  - 2004
Y1  - 2004/01/01
TI  - Exploring leadership preferences in multicultural workgroups: An Australian case study
T2  - Leadership & Organization Development Journal
PB  - Emerald Group Publishing Limited
SP  - 263
EP  - 278
Y2  - 2024/04/25
ER  -