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The study aims to investigate the national cultural clusters myth, studying the relationships between individual cultural values and preferred leader behaviour of working businesspeople in “Latin American” samples from Santiago, Chile, and Guadalajara, Mexico. The set of research questions to be addressed are: Are the rankings of value dimensions by businesspeople different between “Latin American” Chile and Mexico? Are the rankings of preferred leader behaviour dimensions different between Chile and Mexico? Are the predictive relationships of leader behaviour preferences by value dimension priorities different between Chile and Mexico?

In an investigation of the relationships amongst preferred leader behaviour and individual value dimensions, the study employs field survey research using two experimental but well established and documented instruments, the Schwartz Values Survey and the Leader Behaviour Description Questionnaire. Comparisons between results from two samples from Chile and Mexico are carried out.

Two samples from large cities in Latin America, Santiago, Chile, and Guadalajara, Mexico, are compared using preferred leader behaviour dimensions and individual values and their relationship to one another. Significant sample and gender sub‐sample differences were observed for preferred leader behaviour, indicating that the perception of preferred leader behaviour priorities differed between businesspeople in Santiago and Guadalajara. Results indicate a general preference in both samples for a Parental Leader style, nurturing in Chile and stern in Mexico, and managerial leaders should be a source of enjoyment and pleasure in business; indications are that engaging in business is an enjoyable endeavour. Gender (sex) differences were observed between samples for preferred leader behaviour. Due to several demographic differences in job level and age in the samples, further work is required to verify the differences observed.

Samples are from two cities, Santiago, Chile, and Guadalajara, Mexico, with an obvious requirement for studying additional regions in the country. Interpreting the findings is challenging and needs to be clarified though further focus group studies to assist in interpreting similarities and differences.

Practical applications of the outcomes of the study are that the results can be used to inform managerial leadership training and development and practice for expatriate and local managerial leaders working in the two cities.

The authors’ literature review and data analyses have some social implications as they found contradictory and misleading discussions of the relative placement of Mexico, Chile, and other countries in South, Central, and North America using cultural value dimension studies that need to be rationalised in further research.

The study is of value to practitioners and researchers interested in managerial leadership in Latin American countries.

This article aims to introduce the theoretical underpinnings of a project that contributes to the empirical field research study literature concerning societal cultural and individual value priority effects on explicit preferred leader behaviour of employed businesspeople, and in some cases business students. The article then reviews research studies and results related to the theories and operationalisations.

This particular article is an introduction to the history and systems of the Leader Behaviour Description Questionnaire XII (LBDQXII) instrument to assess preferred leader behaviour priorities, followed by a review of empirical studies employing the instrument.

The findings indicate that the LBDQXII is adequate for the task at hand, and that societal cultural differences moderate variability in preferences for leader behaviour associated with leadership effectiveness. The reputation of the LBDQXII has been damaged by researchers, editors, reviewers, and dissertation and thesis supervisors’ lack of knowledge or disregard of available knowledge concerning the development of the instrument, its use, and proper methods and methodology. The results in the project studies indicate that similarities such as the same local language coupled with geographic proximity lead to similar kinds of preferred leader behaviour priorities between countries and within countries having diverse sub‐cultures, such as China. Although the samples were all employed businesspeople, sample differences can have significant effects, such as influence stemming industry membership. A conclusion is that, carefully applied and analysed, the LBDQXII is a useful, reliable, and valid survey instrument that can be employed to prepare, educate, and develop expatriates and local managers as to what behaviours are expected in business organisations in different cultures.

The reliabilities of some scales in the LBDQXII are low for some dimension scales for some countries. An objective of the research project is to produce a shorter, more reliable survey for use across cultures. Studies in the project indicate an influence on factor structure apparently due to the overarching analytic cognition or holistic cognition nature of a society.

The practical implications of the project are to identify and measure preferred leader behaviour dimensions that are similar and different across national and sub‐national cultures. Such information can be used to develop global leaders and to educate and train managerial leaders for success in multiple countries. A conclusion is that the LBDQXII can be employed to prepare, educate, and develop expatriates and local managers for international assignments.

Explicit theories of leadership (ELTs) and implicit theories of leadership (ILTs) have received varying amounts of attention in leadership research. Reading the leadership literature, the author finds little consideration of ELTs (explicit theories of leadership), most study and report on implicit traits, or a mixture of implicit and explicit. A major contribution of this research project and this special issue of the journal is the development of testing and support of an explicit theory of leadership and presenting progress in its operationalisation, and it evaluates a widely used survey instrument across cultures.

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.

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.

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.

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 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.

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

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.

This study aims to investigate the influences of perceived and preferred coaching behaviors and the discrepancy between them on job satisfaction, mediated by the quality of the relationship with the immediate supervisor and adaptive performance.

The research adopted a cross-sectional survey design. A total of 220 Korean employees, small-sized team members, were recruited from the automotive industry for the study. This research explored the relationship between perceived and preferred coaching behaviors using the Pearson correlation. Structural equation modeling was used to analyze the relationships among perceived and preferred managerial coaching behaviors, the discrepancy between them, the quality of the relationship with the immediate supervisor, adaptive performance and job satisfaction.

Perceived and preferred coaching behaviors exhibited a weak correlation. Perceived coaching behaviors indirectly influenced job satisfaction through the quality of the relationship with the immediate supervisor and adaptive performance. The discrepancy between perceived and preferred coaching behaviors directly and indirectly influenced job satisfaction via adaptive performance. However, all paths related to preferred coaching behaviors were found to be insignificant.

Although the results of this research may be generalized to the Korean automotive industry, the findings highlight perceived and preferred coaching behaviors and the discrepancy between them as independent variables. The findings shed light on the influences of managerial coaching on the quality of the relationship with the immediate supervisor within Korean workplace cultures and how coaching behaviors contribute to triggering subordinates’ adaptive performance. In addition, the study provides how managerial coaching influences job satisfaction in the workplace.

Based on the findings, an organization should cultivate self-directed learning environments to enhance employees’ adaptive performance. The coaching training session should be added to the leadership development program for new managers. Team leaders need to consider their members’ preferences during managerial coaching.

The variables, such as preferred coaching variables and the discrepancy between perceived and preferred coaching behaviors, along with the research framework, represent a novelty in managerial coaching, as well as within the Korean context.

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.

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

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.

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

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.

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

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.

This research was undertaken to investigate the differences in preferred managerial leadership behaviour among genders and racial groups in South Africa.

Data were collected from part time MBA students in South Africa, and subjects' preferences for explicit leader behaviour was assessed by the Leader Behaviour Description Questionnaire XII, with samples of Asian[1], black, coloured[2], and White South Africans further categorized by gender.

Coloured sample subjects were most dissimilar from the other samples as to preferred leader behaviours. The most similar grouping was black males with white males and females.

Different results were obtained than predicted by past studies comparing only black and white subjects. Studies comparing only those two racial groups could yield misleading interpretations of the actual managerial leader race and gender dynamics in South Africa. Owing to the small samples obtained for coloureds and Asian women, a follow‐up study is underway to increase these sample sizes.

Implications of this study for practice are that programmes of managerial leadership development and practice need to consider that the race and gender dynamics in South Africa extend beyond the majority blacks and whites, and need to be more inclusive of all groups.

The results tend to contradict the interpretations of past studies of management and leadership that have indicated significant differences between the behaviours of blacks and whites in the business environment. These two groups were found to be most similar in preferences.

Initiating Structure and Consideration provide a simple, powerful and popular way of describing the behaviour of leaders. Tile determination of leader effectiveness poses added methodological and theoretical demands for the researcher, however. Hersey and Blanchard's “Life Cycle Leadership Theory” represents one such approach. The study reported below, conducted in Toronto, tested two hypotheses that suggested inverse relationships between maturity level of teachers and the degree to which they prefer task‐oriented and relationships‐oriented leader behavior. Limited support was found for the hypotheses but the authors discern some important trends and suggest relevant areas for future research.

The purpose of this paper is to empirically investigate the relationships between societal culture value dimensions and employee preferences for empowerment behaviors by managerial leaders across societal cultures. To do this, the authors synthesize the extant literature to underpin this study and to set the research agenda for future empirical work.

Using field survey research method, the authors obtain and analyze data from ten samples in eight geographically and culturally diverse societies from a global longitudinal study of preferred managerial leader behavior.

Cultural value dimension predictor variables affect employee preferences for leader empowerment behaviors in the societies studied. Some significant effects of gender and organizational factors on these relationships were found.

Future research should expand upon variations in the meaning of employee empowerment across cultures, consider other cultural models and theories, and a more extensive set of personal, organizational and relational factors.

Employee preferences for leader empowerment behaviors are more likely the result of the interplay, exchange and trade-offs between cultural, personal and organizational values. The effectiveness of employee empowerment is contingent upon well-designed training programs aligning management and worker values, goals and tasks.

The authors offer more realistic, objective and evidence-based insights into the cultural influences on the effectiveness of empowerment and employee cognitions towards it than the extant, conceptually and methodologically compromised, strategic cross-cultural studies.

In this study the authors endeavour to further develop and validate the Behavioural and Contingency theory of leadership.

In a field survey research study, the authors collect, analyse, compare, and discuss explicit leader behaviour preferences of employed businesspeople in Istanbul and Izmir, Turkey, rating their “ideal managerial leader” and their actual organisational manager.

In Istanbul and Izmir businesspeople tend to prefer leaders who focus on managing the business system over other considerations such as relationship management; task orientation is more important than relationship orientation. In the business environment, there appear to be little or no differences in preferences relating to gender; men and women have nearly identical preferences; age has some influence; generally, older businesspeople tend to have higher preference scores for a managerial leader who clearly defines his or her own role, and lets followers know what is expected, and pushes them to work harder and exceed past performance. Subordinates neither received nor expected Paternal leader behaviour. They expected and did receive moderately Authoritarian leader behaviour.

The large majority of studies of leadership focus on implicit leadership theory, describing characteristics and traits of leaders. This study employs explicit leader behaviour theory and operationalisations to identify subordinates’ ideal leader behaviour compared to actual organisational manager behaviour in Turkey.