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Article
Publication date: 9 April 2018

Romie Frederick Littrell, Gillian Warner-Soderholm, Inga Minelgaite, Yaghoub Ahmadi, Serene Dalati, Andrew Bertsch and Valentina Kuskova

The purpose of this paper is to develop a reliable and valid field survey research instrument to assess national cultural cognitive templates of preferred leader behaviour…

Abstract

Purpose

The purpose of this paper is to develop a reliable and valid field survey research instrument to assess national cultural cognitive templates of preferred leader behaviour dimensions to facilitate education, development, and training of managerial leaders operating across diverse organisations.

Design/methodology/approach

The study consists of focus group evaluations of the validity and the translations to local languages of a survey instrument assessing leader behaviour preferences in business organisations.

Findings

The studies find that the survey instrument and its translations are valid and reliable for assessing preferred leader behaviour across national cultures. The length of the survey is problematic, and a new project is underway to produce a shorter version with equivalent reliability and validity.

Research limitations/implications

As the research project is long term, at this point, a relatively long survey is available for research, with a shorter version planned for the future.

Practical implications

Practical implications include producing and validating a field survey research instrument that is reliable and valid across cultures and languages, and can be employed to improve the understanding, development, and education of managers and leaders of international business organisations.

Social implications

Management and leadership processes are employed in all aspects of life, and can be better understood and improved through this research project.

Originality/value

The majority of cross-cultural research is leader-centric studies of implicit leader characteristics; this project expands the scope of studies further into follower-centric studies of observed leader behaviour.

Details

Journal of Management Development, vol. 37 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

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Article
Publication date: 10 December 2019

Gillian Warner-Soderholm, Inga Minelgaite and Romie Frederick Littrell

The purpose of this paper is to refine and validate the most widely used leader behavior measurement instrument, LBDQXII, into a more parsimonious instrument for assessing…

Abstract

Purpose

The purpose of this paper is to refine and validate the most widely used leader behavior measurement instrument, LBDQXII, into a more parsimonious instrument for assessing cognitive templates of preferred leader behavior across cultures.

Design/methodology/approach

The 100-item LBDQXII survey was administered to 6,451 participants from 14 countries; these data were used to refine the survey.

Findings

The shorter survey instrument is a valid and reliable tool for assessing preferred leader behavior. Four periods in the LBDQXII “evolution” are identified: emergence, expansion, stagnation and revival.

Research limitations/implications

The new LBDQ50 can be used to collect data across cultures, contributing to both global management development and scholarly studies.

Practical implications

This project corresponds to calls to shorten the well-established leader behavior instrument into a measurement tool that is reliable and valid across cultures and languages. This can be administered by both private and public organizations, contributing to greater effectiveness. Furthermore, it retains its scholarly scope encompassing follower-centric studies of leadership.

Social implications

Leadership processes are found in all aspects of life and can be better understood and improved within and across cultures using the shorter version.

Originality/value

An efficient instrument to measure preferred leadership behavior across and within cultures. The availability of the LBDQ50 will allow practitioners and researchers to advance understanding of preferred leadership behavior as a predictor of organizational effectiveness. Most such instruments are overly-long, which hinders data collection opportunities. This newly developed instrument can lead to better response rates and easier applicability in organizational settings.

Details

Journal of Management Development, vol. 39 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

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