The cross-cultural variation in the effects of transformational leadership behaviors on followers' identification

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Koveshnikov, Alexei
dc.contributor.author Ehrnrooth, Mats
dc.date.accessioned 2019-02-25T08:51:15Z
dc.date.available 2019-02-25T08:51:15Z
dc.date.issued 2018-12
dc.identifier.citation Koveshnikov , A & Ehrnrooth , M 2018 , ' The cross-cultural variation in the effects of transformational leadership behaviors on followers' identification : The case of idealized influence and individualized consideration in Finland and Russia ' , Management and Organization Review , vol. 14 , no. 4 , pp. 747-779 . https://doi.org/10.1017/mor.2018.27 en
dc.identifier.issn 1740-8776
dc.identifier.issn 1740-8784
dc.identifier.other PURE UUID: a519cc43-f8b8-456e-9772-7ba55c99db63
dc.identifier.other PURE ITEMURL: https://research.aalto.fi/en/publications/the-crosscultural-variation-in-the-effects-of-transformational-leadership-behaviors-on-followers-identification(a519cc43-f8b8-456e-9772-7ba55c99db63).html
dc.identifier.other PURE FILEURL: https://research.aalto.fi/files/31382075/MOR_TL_dimensions_accepted_version.pdf
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/36850
dc.description.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. en
dc.format.extent 747-779
dc.format.mimetype application/pdf
dc.language.iso en en
dc.publisher Cambridge Univ Press
dc.relation.ispartofseries Management and Organization Review en
dc.relation.ispartofseries Volume 14, issue 4 en
dc.rights openAccess en
dc.subject.other 512 Business and management en
dc.title The cross-cultural variation in the effects of transformational leadership behaviors on followers' identification en
dc.type A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä fi
dc.description.version Peer reviewed en
dc.contributor.department Department of Management Studies
dc.contributor.department Hanken School of Economics
dc.subject.keyword Finland
dc.subject.keyword follower-centric leadership
dc.subject.keyword organizational identification
dc.subject.keyword role ambiguity
dc.subject.keyword Russia
dc.subject.keyword transformational leadership
dc.subject.keyword 512 Business and management
dc.identifier.urn URN:NBN:fi:aalto-201902252007
dc.identifier.doi 10.1017/mor.2018.27
dc.type.version acceptedVersion


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