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dc.contributor.authorMustafa, Ghulam
dc.contributor.authorLines, Rune
dc.date.accessioned2015-03-05T11:41:58Z
dc.date.accessioned2015-03-09T12:32:57Z
dc.date.available2015-03-05T11:41:58Z
dc.date.available2015-03-09T12:32:57Z
dc.date.issued2013
dc.identifier.citationInternational Business Research 2013, 6(10):1-14nb_NO
dc.identifier.issn1913-9012
dc.identifier.urihttp://hdl.handle.net/11250/278738
dc.description.abstractPrevious research on cross-cultural leadership has examined the effects of leadership-society congruence without explaining how positive outcomes might result when there is a fit between leadership and societal culture, and via which mechanisms the effects of such congruence are transmitted. We fill this gap by developing a culturally contingency model of leader-society value congruence effects. First, we provide an account of the mechanisms that help understand the relationships between leader-society value congruence and outcomes. Next, we develop propositions to suggest how differences in societal values provide bases for predicting the strength of these mediating mechanisms.nb_NO
dc.language.isoengnb_NO
dc.publisherCanadian Center of Science and Educationnb_NO
dc.rightsNavngivelse 3.0 Norge*
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/no/*
dc.subjectsocietal culturenb_NO
dc.subjectcultural valuesnb_NO
dc.subjectvalue congruencenb_NO
dc.subjectleadershipnb_NO
dc.subjectleader-society congruencenb_NO
dc.titleA Cultural Contingency Model of the Effects of Leader-Society Value Congruencenb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.date.updated2015-03-05T11:41:58Z
dc.source.pagenumber1-14nb_NO
dc.source.volume6nb_NO
dc.source.journalInternational Business Researchnb_NO
dc.source.issue10nb_NO
dc.identifier.doi10.5539/ibr.v6n10p1
dc.identifier.cristin1059350


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