10 research outputs found
Examining diversity beliefs and leader performance across cultures
Purpose
The global nature of todayâs business environment, coupled with technological advances, has resulted in leaders working with an increasingly diverse workforce worldwide. An emerging stream of research examines the beliefs that individuals, groups, and organizations have regarding diversity. The purpose of this paper is to add to this work by looking at subordinate perceptions of a leaderâs beliefs about diversity and how that relates to a leaderâs performance. Design/methodology/approach
Using archival data, the authors examine 33,976 leaders (from 36 different countries and more than 4,000 companies). This study includes performance ratings from each leaderâs supervisor as well as perceptual measures of diversity beliefs from their direct reports and a measure of national culture as a moderator. Findings
The research finds that employee perceptions of a leaderâs diversity beliefs are related to supervisor ratings of the target leaderâs performance. In addition, the relationship between a leaderâs diversity beliefs and the target leaderâs performance rating is stronger in cultures high in performance orientation (PO) than in cultures low in PO. Research limitations/implications
The limitations include the use of an archival data set as well as an assigned country score for our measure of culture. Originality/value
While existing research has examined the impact of self-rated measures of diversity beliefs, there is little empirical research that examines how employee perceptions of a leaderâs diversity beliefs will impact performance. The authors address this need by examining whether employee-rated perceptions of the leaderâs diversity beliefs are related to a supervisor-rated measure of leader performance. In addition, the authors examine the moderating influence of societal culture on this relationship
Examining career-related mentoring and managerial performance across cultures: A multilevel analysis
The benefits of the mentoring relationship for protĂ©gĂ©s have been a primary focus in the mentoring literature. Researchers have recently begun to examine how mentoring can benefit the mentor. The purpose of the present study is to examine whether direct report-ratings of a managerâs career-related mentoring behaviors are related to boss-ratings of that managerâs performance. In addition, this study assesses whether the cultural background of the manager moderates the career-related mentoringâperformance relationship via multilevel methodology. Results reveal that managers who are rated by their direct reports as engaging in career-related mentoring behaviors are perceived as better performers by their bosses. Moreover, the GLOBE societal culture dimension of Performance Orientation was a significant cross-level moderator of the career-related mentoringâperformance relationship. Implications for the practice of mentoring in cross-cultural contexts across multiple disciplines are discussed