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Culture's Consequences for Leadership: The Role of Context in Affecting Leadership Perceptions and Performance

Published online by Cambridge University Press:  07 January 2015

William S. Kramer  and
Marissa L. Shuffler
William S. Kramer*
Affiliation:
Clemson University
Marissa L. Shuffler
Affiliation:
Clemson University
*
E-mail: wskrame@g.clemson.edu, Address: Department of Psychology, Clemson University, Clemson, SC 29634
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Extract

As acknowledged by Lord and Dinh (2014) in their focal article, across a plethora of organizational literatures and topics of interest, there often seems to be a common theme: context matters. Although this is not a very surprising statement and may seem obvious, the surprising reality is that within a number of topics in our field, context is either superficially taken into consideration or not examined at all. This oversight has the potential to skew our understanding of important concepts. Indeed, Joshi and Roh (2009) revealed in their meta-analysis exploring team diversity that context served as a significant moderator of performance, illustrating the criticality of understanding how contextual factors may predict outcomes above and beyond individual inputs.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 7 , Issue 2 , June 2014 , pp. 199 - 203
Copyright
Copyright © Society for Industrial and Organizational Psychology 2014

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