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International Journal of Cross Cultural Management
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Cultural Construals of Destructive versus Constructive Leadership in Major World Niches

Evert Van de Vliert

University of Groningen, the Netherlands, and University of Bergen, Norway, E.Van.de.Vliert{at}rug.nl, University of Bergen, Norway

Ståle Einarsen

University of Bergen, Norway

The common part of leadership culture in a country's organizations is conceptualized here as an adaptation to the non-cultural environment. This society-level study shows that middle managers from 61 societies in 58 countries hold different views on destructive versus constructive leadership profiles depending on the harshness of thermal climate and the degree of collective wealth. The cognitive contrast between more destructive autocratic and self-protective leadership components and more constructive team-oriented and charismatic leadership components is construed as small in harsh/poor environments (e.g. China, Kazakhstan), moderate in temperate climates irrespective of collective wealth (e.g. New Zealand, Zambia), and large in harsh/rich environments (e.g. Canada, Finland). These society-level construals of leadership shed new light on the cross cultural generalizability of theories of people-oriented and task-oriented leadership. In addition, they uncover and clarify the inhibition of managers in richer countries with more demanding climates to complement prosocial with antisocial behavior toward subordinates when appropriate.

Key Words: climato-economic niches • demanding climate • GLOBE • leadership prototypes • profile analysis

International Journal of Cross Cultural Management, Vol. 8, No. 3, 275-295 (2008)
DOI: 10.1177/1470595808096670
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E. Van de Vliert, S. Einarsen, M. C. Euwema, and O. Janssen
Ecological Limits to Globalization of Managerial Situations
International Journal of Cross Cultural Management, August 1, 2009; 9(2): 185 - 198.
[Abstract] [PDF]