Leadership in Western and Asian countries: commonalities and differences in effective leadership processes across cultures

While the phenomenon of leadership is widely considered to be universal across cultures, the way in which it is operationalised is usually viewed as culturally specific. Conflicting viewpoints exist in the leadership literature concerning the transferability of specific leader behaviors and processes across cultures. This study explored these conflicting views for managers and professional workers by empirically testing specific hypotheses which addressed the generalisability of leadership behaviors and processes across five nations in North America and Asia. Confirmatory factor analyses provided evidence for conceptual and measurement equivalence for all six leader behaviors employed in the study. The findings showed cultural universality for three leader behaviors (supportive, contingent reward, and charismatic), and cultural specificity for the remaining three leader behaviors (directive, participative, and contingent punishment).