A cross‐cultural investigation of the extended full‐range of leadership model
Bibliographic Data
| ID | 6415342 |
|---|---|
| Authors | Ute Poethke (0000-0002-2882-6707, University of Applied Sciences for Police and Public Administration in North Rhine‐Westphalia Hagen Germany, corresponding author), Jens Rowold (0000-0002-4457-3340, TU Dortmund University Dortmund Germany), Mathias Diebig (0000-0001-5657-6971, Department of Work and Organizational Psychology Trier University Trier Germany) |
| Year | 2025 |
| Volume | 74 |
| Issue | 5 |
| Publication date | 2025-09-18 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Applied Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0269-994X • E-ISSN: 1464-0597 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/apps.70033 |
| OpenAlex | W4414340422 |
| Language | EN |
| Citations received | 1 |
| References cited | 43 |
The present study analyzes the relative importance of the four extended Full‐Range of Leadership constructs (eFRLT) transformational, transactional, laissez‐faire, and instrumental leadership as predictors for leadership effectiveness in seven countries. The aim of this study is to gain knowledge on the effectiveness and variation of eFRLT leadership styles in different countries and to explore whether the so far rarely examined strategic‐oriented instrumental leadership style is effective beyond the traditional FRLT leadership styles. A total of 3182 employees in Brazil, China, France, Germany, Iran, Poland, and Russia were surveyed using validated questionnaires at two measurement points (t1: eFRLT leadership styles, and t2: outcome criteria job satisfaction and affective commitment). Relative weight analysis shows that transformational leadership and instrumental leadership were most important for explaining variance in job satisfaction and affective commitment. The findings provide evidence that both instrumental and transformational aspects of leadership may be effective across cultures, thereby meriting greater attention in cross‐cultural management research
Emotional Intelligence and Performance · International Student and Expatriate Challenges · Job Satisfaction and Organizational Behavior
Transformational and Transactional Leadership
Deconstructing job satisfaction
Relative Importance Analysis
Simulation Study on Fit Indexes in CFA Based on Data With Slightly Distorted Simple Structure
RWA Web
A Review and Synthesis of the Measurement Invariance Literature
Evaluating Goodness-of-Fit Indexes for Testing Measurement Invariance
Cutoff criteria for fit indexes in covariance structure analysis
Affective, Continuance, and Normative Commitment to the Organization
Virtual charismatic leadership and signaling theory
Innovation across cultures
Cultural congruence or compensation? A meta-analytic test of transformational and transactional leadership effects across cultures
Uncertainty avoidance moderates the relationship between transformational leadership and innovation
A Heuristic Method for Estimating the Relative Weight of Predictor Variables in Multiple Regression
Cross-Cultural Leadership
Is Transformational Leadership Universal? A Meta-Analytical Investigation of Multifactor Leadership Questionnaire Means Across Cultures
The Impact of Individual Collectivism on Commitment and Its Influence on Organizational Citizenship Behaviour and Turnover in Three Countries
Leadership, followers' mental health and job performance in organizations
Best practice recommendations for data screening
The measurement and antecedents of affective, continuance and normative commitment to the organization
Leadership, Commitment, and Culture
| Unique citing works | 1 |
|---|---|
| Citations per year | 1 |
| Citation span | 2026 - 2026 (1) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 1 |