Workshop Series: Michael Green

8 November, 2011 - 14:00 to 15:30
Room 430 Joyce Ackroyd Building 37

The ‘cultural congruence proposition’ has long been accepted as a credo amongst cultural theorists and researchers (Dorfman & House, 2004). According to the proposition leader behaviour which is aligned with collective cultural values will engender more positive ratings of effectiveness than behaviour which conflicts with cultural values. Hence leaders from one culture encountering others from a different culture should modify their behaviour towards the collective values of the others in order to enhance their effectiveness (Dorfman, Hanges & Brodbeck, 2004).

Recent research suggests that individual leaders’ effectiveness is engendered by behaviour which is ‘authentic’ or consistent with their own personal values (Avolio & Gardner, 2005). Drawing together the streams of cultural congruence and authentic leadership theories led to a new proposition which asserts that leaders who are ‘culturally authentic’, i.e. who behave consistently with their own cultural values, will be considered as more effective than leaders who do not behave consistently with their own cultural values. The proposition was tested in a field study in a Finnish-based MNC with 442 questionnaire responses where the results supported ‘cultural authenticity’ as a predictor of leader effectiveness ratings. On the contrary, the cultural congruence proposition was not supported by the survey results.

Further research to provide insights into the relationships between leader/other implicit leadership theories, cultural values, leader behaviour and ratings of leader effectiveness is ongoing and will be presented at the seminar.

Followed by lunch (provided).

Join our staff, students and alumni attending workshops presented by visiting academics on their area of research expertise.

For further information please contact our Workshop Administrator.

Dr Michael Green Newcastle Business School, Northumbria University, UK

Michael joined Newcastle Business School (Northumbria University) in 2009 as a senior lecturer specialising in executive leader development. He was recently awarded a PhD by Aston Business School and is continuing research into the cultural aspects of international leadership effectiveness.

Michael has over 25 years international experience gained in the forest products and engineering industries and as a leadership development specialist. During his corporate career he held a range of executive and strategic management positions in HR, customer service, logistics and administration, and achieved significant organisational performance improvements through developing effective leadership of business processes, re-structuring, post A&M integrations and strategy implementation.

In addition to his native U.K. he has lived and worked in Finland, Belgium, the Netherlands and France.