Leadership and Team Cohesiveness Across Cultures

Abstract

The goal of this study was to clarify relationships between directive and supportive leadership and team cohesiveness. Moreover, the effect of national culture on leadership, team cohesiveness, and the moderating role of culture on the relationship between leadership and team cohesiveness was examined. Data was collected from 20,943 managers and 96,550 corresponding team members in 34 countries. Multilevel analysis was used to test hypotheses, based on Hofstede's dimension of individualism-collectivism. Individualism was negatively related to the use of both directive and supportive leadership. There was no relationship between individualism and team cohesiveness. Directive behavior had a negative effect, and supportive had a positive effect on team cohesiveness. The negative effect of directive leadership was stronger in individualistic cultures.

Keywords: Leadership, National Culture, Team Cohesiveness

JEL Classification: D72