Action intent: getting closer to leadership behavior in 22 countries

Simple item page
dc.coverageDOI: 10.4337/9781782545354.00012
dc.creatorZander, Lena
dc.creatorMockaitis, Audra I.
dc.creatorHarzing, Anne Wil
dc.creatorBarner-Rasmussen, Wilhelm
dc.creatorBarzantny, Cordula
dc.creatorChoudhury, Srabani Roy
dc.creatorDavila, Anabella
dc.creatorDe Leon, Joyce
dc.creatorEspejo, Alvaro
dc.creatorFerreira, Rita
dc.creatorGiroud, Axèle
dc.creatorKöster, Kathrin
dc.creatorLiang, Yung Kuei
dc.creatorMorley, Michael J.
dc.creatorMyloni, Barbara
dc.creatorOdusanya, Joseph O.T.
dc.creatorO’Sullivan, Sharon L.
dc.creatorPalaniappan, Ananda Kumar
dc.creatorProchno, Paulo
dc.creatorSaka-Helmhout, Ayse
dc.creatorSiengthai, Sununta
dc.creatorSoydaş, Ayda Uzunçarşılı
dc.creatorViswat, Linda
dc.date2020
dc.date.accessioned2025-11-18T19:48:47Z
dc.date.available2025-11-18T19:48:47Z
dc.description<p>The field of cross-cultural leadership has seen a boom in empirical research over the last few decades, yet there are still few large-scale studies that seek explanations for leadership behavior. Earlier research has provided knowledge and awareness about differences and similarities in leadership attitudes, ideals, perceptions and preferences across countries and cultures, but to predict leadership behavior remains difficult. In this chapter, leader’s ‘action intent’ is proposed as a ‘close-to-action’ concept in contrast to the more ‘far-from-action’ concepts used in earlier leadership research. Importantly, for ‘close-to-action’ concepts to be able to provide better predictions these need to provide contextual and situational cues. In our study, carried out in 22 countries, respondents have ranked their preferred action alternative for six specific leadership scenarios. We find inter-country and intra-country variation in action intent for each scenario and meaningful correlations with culturally endorsed leadership ideals. Drawing on our empirical illustration we provide implications from our findings for global leadership. And although there are no simple answers as to how to predict leadership behavior, we posit that using ‘action intent’ as a leadership measure will generate a better understanding and provide stronger predictions of leader behavior globally.</p>eng
dc.descriptionThe field of cross-cultural leadership has seen a boom in empirical research over the last few decades, yet there are still few large-scale studies that seek explanations for leadership behavior. Earlier research has provided knowledge and awareness about differences and similarities in leadership attitudes, ideals, perceptions and preferences across countries and cultures, but to predict leadership behavior remains difficult. In this chapter, leader’s ‘action intent’ is proposed as a ‘close-to-action’ concept in contrast to the more ‘far-from-action’ concepts used in earlier leadership research. Importantly, for ‘close-to-action’ concepts to be able to provide better predictions these need to provide contextual and situational cues. In our study, carried out in 22 countries, respondents have ranked their preferred action alternative for six specific leadership scenarios. We find inter-country and intra-country variation in action intent for each scenario and meaningful correlations with culturally endorsed leadership ideals. Drawing on our empirical illustration we provide implications from our findings for global leadership. And although there are no simple answers as to how to predict leadership behavior, we posit that using ‘action intent’ as a leadership measure will generate a better understanding and provide stronger predictions of leader behavior globally.spa
dc.identifierhttps://investigadores.uandes.cl/en/publications/9b15dd61-b3ce-426e-9b8c-11145dfa6c07
dc.identifier.urihttps://repositorio.uandes.cl/handle/uandes/55742
dc.languageeng
dc.publisherEdward Elgar Publishing Ltd.
dc.rightsinfo:eu-repo/semantics/restrictedAccess
dc.sourceResearch Handbook of Global Leadership: Making a Difference, p.54-75. Edward Elgar Publishing Ltd.. [ISBN 9781782545347]
dc.titleAction intent: getting closer to leadership behavior in 22 countrieseng
dc.typeChaptereng
dc.typeCapítulospa
Files
Collections
PURE