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The Cross-Cultural Variation of the Effects of Transformational Leadership Behaviors on Followers’ Organizational Identification: The Case of Idealized Influence and Individualized Consideration in Finland and Russia

  • Alexei Koveshnikov (a1) and Mats Ehrnrooth (a2)
Abstract

In this article, we examine the cross-cultural variation in the perceived effects of idealized influence and individualized consideration leadership behaviors – two behavioral dimensions of transformational leadership – on followers’ organizational identification in two culturally distinct countries: Russia and Finland. We also test whether the followers’ role ambiguity mediates these relationships. Using the self-concept-based theory of leadership as an explanatory framework, our analysis of white-collar employees in four Finland-based multinational corporations and their subsidiaries in Russia shows that whereas in Russia both behaviors facilitate followers’ identification, in Finland only idealized influence does. We also find differences in how role ambiguity mediates the relationship between the two behaviors and followers’ identification in the two countries. In Russia, it fully mediates the relationship between individualized consideration and followers’ identification, whereas in Finland it partially mediates the relationship between idealized influence and followers’ identification.

我们在本文中考察了理想化影响和个人化考虑两种领导行为--转型式领导的两个行为维度--在芬兰和俄罗斯这两个不同文化国家中,对于下属的组织认同影响的文化差异。我们也检验了下属的角色模糊性是否中介这些关系。采用基于自我概念的领导理论作为解释框架,我们分析了四家在芬兰的跨国公司及其在俄罗斯的分支企业中的白领员工的数据,结果发现,在俄罗斯两种行为都促进了下属的认同,而在芬兰只有理想化影响可以促进下属认同。我们还在两个国家都发现角色模糊性中介了两种行为与下属认同之间的关系。在俄罗斯,角色模糊性完全中介了个人化考虑与下属认同之间的关系,而在芬兰角色模糊性只是部分地中介了理想化影响与下属认同之间的关系。

इस शोध पत्र में हमने रुपांतरणीय नेतृत्व के दो आयामों – आदर्श प्रभाव व वैयक्तिक आदर के अनुयाइयों पर अनुभूत अंतर में पार-सांस्कृतिक वैविध्य का दो सांस्कृतिक दृष्टि से पृथक देशों: फिनलैंड और रूस, में अध्ययन किया है. हमने यह भी आकलन किया है की अनुयायी की भूमिका की अस्पष्टता का इस पर कदाचित कोई मध्यस्थ प्रभाव है. स्व-अवधारणा आधारित नेतृत्व सिद्धांत को निरूपक बनाते हुए फिनलैंड की चार कंपनियों और उनकी सहायक रुसी फर्मों के सफेदपोश कर्मचारियों का हमारा विश्लेषण यह दिखता है की यद्यपि रूस में दोनों उपरोक्त व्यवहार अनुयायियों के अभिज्ञान को सुगम करते हैं, फिनलैंड में केवल आदर्श प्रभाव ऐसा करता है. हमने भूमिका अस्पष्टता का दोनों व्यवहारों और अनुयायी अभिज्ञान के बीच मध्यस्थ के रूप में प्रभाव में अंतर पाया. रूस में इसका वैयक्तिक आदर अनुयायी अभिज्ञान पर पूर्ण मध्यस्थ प्रभाव है और फिनलैंड में आदर्श प्रभाव और अनुयायी अभिज्ञान पर आंशिक मध्यस्थ प्रभाव है.

Neste artigo, examinamos a variação transcultural nos efeitos percebidos do comportamento de liderança baseado na influência idealizada e na consideração individualizada - duas dimensões comportamentais da liderança transformacional - na identificação organizacional de seguidores em dois países culturalmente distintos: Rússia e Finlândia. Também testamos se a ambiguidade do papel dos seguidores medeia esses relacionamentos. Usando a teoria da liderança baseada em autoconceito como modelo explicativo, nossa análise de funcionários de colarinho branco em quatro corporações multinacionais sediadas na Finlândia e suas subsidiárias na Rússia mostra que, enquanto na Rússia, ambos os comportamentos facilitam a identificação de seguidores, na Finlândia somente a influência o faz. Também encontramos diferenças em como a ambiguidade do papel medeia a relação entre os dois comportamentos e a identificação de seguidores nos dois países. Na Rússia, ela medeia completamente a relação entre a consideração individualizada e a identificação de seguidores, enquanto na Finlândia ela medeia parcialmente a relação entre a influência idealizada e a identificação de seguidores.

В данной работе мы исследуем межкультурную вариацию в воспринимаемых эффектах идеализированного влияния и индивидуального рассмотрения в поведении руководства - двух поведенческих аспектов трансформационного лидерства - на организационную идентификацию у последователей в двух культурно различных странах: России и Финляндии. Мы также проверяем, влияет ли на эти отношения неоднозначность роли последователей. Используя теорию лидерства на основе самооценки в качестве концептуальной основы, мы анализируем поведение «белых воротничков» в четырех финских многонациональных корпорациях и их дочерних компаниях в России и показываем, что, хотя в России обе модели поведения способствуют идентификации у последователей, в Финляндии только идеализированное влияние стимулирует организационную идентификацию. Мы также находим различия в том, каким образом неоднозначность роли опосредует взаимосвязь между двумя формами поведения и идентификацией у последователей в двух странах. В России ролевая неоднозначность полностью регулирует взаимосвязь между индивидуальным рассмотрением и идентификацией у последователей, тогда как в Финляндии ролевая неоднозначность лишь частично влияет на связь между идеализированным влиянием и идентификацией последователей.

En este artículo, examinamos la variación intercultural de los efectos percibidos de la influencia idealizada y la consideración individualizada de comportamientos de liderazgo – dos dimensiones conductuales en diferentes países: Rusia y Finlandia. También probamos si el papel de la ambigüedad de los seguidores media estas relaciones. Usando la teoría basada en el auto-concepto de liderazgo como un marco explicativo, nuestro análisis de empleados de cuello blanco en cuatro empresas multinacionales con sede en Finlandia y sus subsidiarias en Rusia muestra que mientras en Rusia ambos comportamientos facilitan la identificación de seguidores, en Finlandia solamente la influencia idealizada lo hace. También encontramos diferencias en cómo el papel de la ambigüedad media la relación entre la consideración individualizada y la identificación de seguidores en los dos países. En Rusia, esto totalmente media la relación entre la influencia idealizada y la identificación de seguidores.

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Corresponding author: Alexei Koveshnikov (alexei.koveshnikov@aalto.fi)
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Accepted by: Senior Editor Dana Minbaeva

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Management and Organization Review
  • ISSN: 1740-8776
  • EISSN: 1740-8784
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