Traditionality matters: an examination of the effectiveness of transformational leadership in the United States and Taiwan
Article first published online: 5 APR 2005
Copyright © 2005 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 26, Issue 3, pages 205–227, May 2005
How to Cite
Spreitzer, G. M., Perttula, K. H. and Xin, K. (2005), Traditionality matters: an examination of the effectiveness of transformational leadership in the United States and Taiwan. J. Organiz. Behav., 26: 205–227. doi: 10.1002/job.315
- Issue published online: 5 APR 2005
- Article first published online: 5 APR 2005
- Manuscript Accepted: 13 DEC 2004
- Manuscript Revised: 6 JUL 2004
- Manuscript Received: 20 NOV 2002
This research examines how the effectiveness of transformational leadership may vary depending on the cultural values of an individual. We develop the logic for why the individual value of traditionality (emphasizing respect for hierarchy in relationships) moderates the relationship between six dimensions of transformational leadership and leadership effectiveness. The hypotheses are examined on leaders from Asia and North America. The results indicate support for the moderating effect of traditional values on the relationship between four dimensions of transformational leadership (appropriate role model, intellectual stimulation, high performance expectations, and articulating a vision) on leadership effectiveness. Copyright © 2005 John Wiley & Sons, Ltd.