Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor | Faculty of Business | en_US |
| dc.contributor.advisor | Savani, Krishna (MM) | en_US |
| dc.creator | Das, Sankhoj | - |
| dc.identifier.uri | https://theses.lib.polyu.edu.hk/handle/200/13726 | - |
| dc.language | English | en_US |
| dc.publisher | Hong Kong Polytechnic University | en_US |
| dc.rights | All rights reserved | en_US |
| dc.title | Profiles of leadership in western and eastern cultures : an examination of transformation, transactional, and paternalistic leadership | en_US |
| dcterms.abstract | The study of leadership styles across different cultures is essential to organisational behaviour and management, particularly in the context of globalisation. While previous research has compared average levels of various leadership styles across cultures, no research has explored the profiles of leadership styles when leaders employ multiple styles simultaneously. Although transformational, transactional, and paternalistic leadership styles have been extensively studied, their profiles across cultures remain unclear. My study addressed these gaps by examining profiles of those styles (including their sub-dimensions) prevalent in Western and Eastern cultures. I surveyed employees in the United States and India to assess leadership styles and used latent profile analysis to identify underlying profiles. The analysis identified three common leadership profiles: Demanding Autocrats, Balanced Team Leaders, and Supportive Non-Authoritarian Visionary Leaders. Leaders from India were slightly but significantly more likely to be associated with profiles reflecting a collaborative and supportive approach. In contrast, U.S. leaders were slightly but significantly more likely to be classified under the autocratic leadership style, suggesting more directive approaches. Both the Balanced Team Leader and Supportive Non-Authoritarian Visionary Leader profiles showed a strong correlation with work engagement in both India and the U.S. These findings provide insights into prevalent leadership style profiles across cultures and their significance for employee engagement, a critical factor in organisational success. This study also offers practical implications for organisations aiming to boost employee engagement. | en_US |
| dcterms.extent | 101 pages : color illustrations | en_US |
| dcterms.isPartOf | PolyU Electronic Theses | en_US |
| dcterms.issued | 2025 | en_US |
| dcterms.educationalLevel | D.B.A. | en_US |
| dcterms.educationalLevel | All Doctorate | en_US |
| dcterms.accessRights | restricted access | en_US |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| 8260.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 1.06 MB | Adobe PDF | View/Open |
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