0000000000424764

AUTHOR

Jorge Correia Jesuino

showing 3 related works from this author

Ethical preferences for influencing superiors: A 41-society study

2009

With a 41-society sample of 9990 managers and professionals, we used hierarchical linear modeling to investigate the impact of both macro-level and micro-level predictors on subordinate influence ethics. While we found that both macro-level and micro-level predictors contributed to the model definition, we also found global agreement for a subordinate influence ethics hierarchy. Thus our findings provide evidence that developing a global model of subordinate ethics is possible, and should be based upon multiple criteria and multilevel variables. Journal of International Business Studies (2009) 40, 1022–1045. doi:10.1057/jibs.2008.109

Economics and EconometricsStrategy and ManagementOrganizational cultureSample (statistics)International businesscross-cultural managementGlobal modelSDG 17 - Partnerships for the GoalsManagement of Technology and Innovationresponsabilità sociale d'impresaSettore SECS-P/07 - ECONOMIA AZIENDALEEconomicsRelational EnterpriseBusiness and International ManagementCSRHierarchybusiness.industryMultilevel model/dk/atira/pure/sustainabledevelopmentgoals/partnershipsPublic relationsGeneral Business Management and AccountingCorporate Social Responsibilityinfluence strategiesMultiple criteriaCorporate social responsibilitybusinessSocial psychologyJournal of International Business Studies
researchProduct

Cultural variation of leadership prototypes across 22 European countries

2000

This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle‐level managers (N = 6052) from 22 European countries rated 112 questionnaire items containing descriptions of leadership traits and behaviours. For each attribute respondents rated how well it fits their concept of an outstanding business leader. The findings support the assumption that leadership concepts are culturally endorsed. Specifically, clusters of European countries which share similar cultural values according to prior cross‐cultural research (Rone…

Organizational Behavior and Human Resource Managementmedia_common.quotation_subjectSocial environmentShared leadershipLeadershipTest (assessment)Cultural diversityLeadership styleIR-104293Hofstede's cultural dimensions theoryPsychologyFunction (engineering)Social psychologyApplied PsychologyMETIS-208827media_common
researchProduct

Culture specific and cross-culturally generalizable implicit leadership theories

1999

This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and cultur…

Organizational Behavior and Human Resource ManagementSociology and Political Sciencemedia_common.quotation_subjectServant leadershipShared leadershipLeadershipLeadership studiesTransactional leadershipSituational leadership theoryTransformational leadershipLeadership styleBusiness and International ManagementPsychologySocial psychologyApplied Psychologymedia_commonThe Leadership Quarterly
researchProduct