Individual's leadership style changes due to different culture in the UK

Khan, R ORCID: https://orcid.org/0000-0002-9801-5934 2021, 'Individual's leadership style changes due to different culture in the UK' , International Journal of Trend in Scientific Research and Development (IJTSRD), 5 (3) , pp. 1136-1143.

Preview

PDF - Published Version Available under License Creative Commons Attribution 4.0. Download (1MB) | Preview

Abstract

This paper investigates the effects of cultural dimensions on individuals' leadership styles. The study focused on two main themes: Culture and Leadership. Two main dimensions considered: Power Distance and Individualism to show their effects on individuals' two main leadership behaviour: Democratic and Autocratic leadership styles. Considering a phenomenological approach, the responses of participants were obtained from their replies to an open-ended questionnaire. Data were analysed with Hofstede's 6D Model. Individuals are from America, Lithuania, India, Italy, and Sri Lanka. They are currently working in the UK, performing as managerial roles, shared their cultural experiences and leadership styles. The study shows individuals from India and Sri Lanka have completely changed their leadership styles due to the surveillance of different culture in the UK. The individual from Italy slightly modified her leadership style while the other two participants from America and Lithuania remain unchanged as they have similar cultural dimensions.

Item Type:	Article
Schools:	Schools > Salford Business School
Journal or Publication Title:	International Journal of Trend in Scientific Research and Development (IJTSRD)
Publisher:	International Journal of Trend in Scientific Research and Development
ISSN:	2456-6470
Depositing User:	R Khan
Date Deposited:	10 Oct 2022 08:31
Last Modified:	10 Oct 2022 08:45
URI:	https://usir.salford.ac.uk/id/eprint/65165

Actions (login required)

Edit record (repository staff only)