Leadership Styles and Team Cohesiveness Across Cultures

27 Pages Posted: 30 Oct 2004

See all articles by Hein Wendt

Hein Wendt

Hay Group

Martin Euwema

Utrecht University - Department of Social and Organizational Psychology

Olena Zhytnyk

Utrecht University - Department of Social and Organizational Psychology

Date Written: June 15, 2004

Abstract

The goal of this study is to clarify relationships between directive and supportive leadership styles and team cohesiveness. Moreover, the effect of national culture on leadership, team cohesiveness, and the moderating role of culture on the relationship between leadership styles and team cohesiveness is 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 styles. 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: D74

Suggested Citation

Wendt, Hein and Euwema, Martin and Zhytnyk, Olena, Leadership Styles and Team Cohesiveness Across Cultures (June 15, 2004). IACM 17th Annual Conference Paper. Available at SSRN: https://ssrn.com/abstract=610704 or http://dx.doi.org/10.2139/ssrn.610704

Hein Wendt (Contact Author)

Hay Group ( email )

Arnhemse Bovenweg 140
3708 AH Zeist
Netherlands

Martin Euwema

Utrecht University - Department of Social and Organizational Psychology ( email )

P.O. Box 80.140
3508 TC Utrecht
Netherlands

Olena Zhytnyk

Utrecht University - Department of Social and Organizational Psychology

P.O. Box 80.140
3508 TC Utrecht
Netherlands

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