Abstracts
Abstract
The literature on the cultural desirability of accurate attributions of leaders is non-existent. In addition, the attributional theories of leadership literature focus primarily on biased attributions. We contribute to these two literatures by providing an empirical examination from five countries (USA, France, India, Turkey, and Vietnam), using implicit leadership theory approach. We examine two characteristics of the attributions – degree of accuracy, and degree to which they are free of racial/cultural bias – which managers make for subordinate behavior in the performance domain to assess whether or not they are isomorphic with cultural expectations and thereby constitute desirable leadership.
Keywords:
- attributional accuracy,
- leadership effectiveness,
- leader trait,
- cross-cultural contexts
Résumé
La littérature sur la désirabilité culturelle des attributions précises des dirigeants est inexistante. En outre, les théories attributionnelles de la littérature du leadership se concentrent principalement sur des jugements biaisés. Nous contribuons à ces deux littératures en fournissant une étude empirique conduite dans cinq pays (États-Unis, France, Inde, Turquie et Vietnam) et en utilisant l’approche de la théorie du leadership implicite. Nous examinons deux caractéristiques des attributions – le degré d’exactitude et le degré d’absence de biais racial/culturel – que les managers associent au comportement de leurs subordonnés en matière de performance afin d’évaluer si oui ou non elles sont bien conformes aux attentes culturelles et constituer ainsi un leadership souhaitable.
Mots-clés :
- exactitude de l’attribution,
- efficacité du leadership,
- trait de caractère du leader,
- contextes interculturels
Resumen
La literatura sobre la deseabilidad cultural de atribuciones específicas de liderazgo es inexistente. Además, las teorías de atribución en la literatura de liderazgo se centran principalmente en los juicios sesgados. Contribuimos a ambas literaturas aportando un estudio empírico realizado en cinco países (Estados Unidos, Francia, India, Turquía y Vietnam) y utilizando el enfoque de la teoría del liderazgo implícito. Examinamos dos características de las atribuciones – el grado de exactitud y el grado de ausencia de prejuicios raciales/culturales – que los directivos asocian con el comportamiento de sus subordinados, a propósito del rendimiento, para evaluar si se ajustan o no a las expectativas culturales y, por tanto, constituyen un liderazgo deseable.
Palabras clave:
- Precisión de la atribución,
- eficacia del liderazgo,
- rasgo del líder,
- contextos transculturales
Appendices
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