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Leaders' cultural antipathy: A description of ethnocentric investments in the global workplace.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
書名/作者:	Leaders' cultural antipathy: A description of ethnocentric investments in the global workplace.
作者:	Foster, Christopher T.
面頁冊數:	177 p.
附註:	Source: Dissertation Abstracts International, Volume: 74-06(E), Section: A.
Contained By:	Dissertation Abstracts International74-06A(E).
標題:	Business Administration, Management.
ISBN:	9781267927699
摘要、提要註:	The theoretical basis for this study was the leader--member exchange (LMX) theory. Conceptually, the theory served as a framework through which the working exchange relationship between global leaders and their followers was viewed. Specifically, this study conceptualized the dynamic in which the LMX exchange consisted of ethnocentric investments from leaders, which resulted in a lack of acceptance as the return on that investment from followers. This study's literature identified overseas assignments as the most powerful strategy for developing competency among global leaders; hence, leaders seeking global competence desired this strategy. Furthermore, the literature described ethnocentrism as antagonistic with regard to competence among global leaders. In addition, ethnocentrism was described as intolerance for out-groups, which tended to lead to negative behaviors toward the out-group. Given these positions, this study assessed the possibility that foreign assignment (i.e., intergroup contact) experience would serve to mitigate the ethnocentrism expressed by leaders and thereby heighten the quality of the LMX by diminishing the lack of acceptance expressed by followers for their leaders. Accordingly, this study asked the following research question: How do global leaders describe their own ethnocentrism given their experience with foreign assignments? Global leaders described their experiences in terms of ethnocentric attitudes and cultural antipathy, which demonstrated their ethnocentrism. However, they also described their experiences in terms of cultural relativism and adaptive behaviors, which revealed they were culturally sensitive as well.
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3553336

Leaders' cultural antipathy: A description of ethnocentric investments in the global workplace.
Foster, Christopher T.

Leaders' cultural antipathy: A description of ethnocentric investments in the global workplace. - 177 p.

Source: Dissertation Abstracts International, Volume: 74-06(E), Section: A.

Thesis (Ph.D.)--Capella University, 2013.

The theoretical basis for this study was the leader--member exchange (LMX) theory. Conceptually, the theory served as a framework through which the working exchange relationship between global leaders and their followers was viewed. Specifically, this study conceptualized the dynamic in which the LMX exchange consisted of ethnocentric investments from leaders, which resulted in a lack of acceptance as the return on that investment from followers. This study's literature identified overseas assignments as the most powerful strategy for developing competency among global leaders; hence, leaders seeking global competence desired this strategy. Furthermore, the literature described ethnocentrism as antagonistic with regard to competence among global leaders. In addition, ethnocentrism was described as intolerance for out-groups, which tended to lead to negative behaviors toward the out-group. Given these positions, this study assessed the possibility that foreign assignment (i.e., intergroup contact) experience would serve to mitigate the ethnocentrism expressed by leaders and thereby heighten the quality of the LMX by diminishing the lack of acceptance expressed by followers for their leaders. Accordingly, this study asked the following research question: How do global leaders describe their own ethnocentrism given their experience with foreign assignments? Global leaders described their experiences in terms of ethnocentric attitudes and cultural antipathy, which demonstrated their ethnocentrism. However, they also described their experiences in terms of cultural relativism and adaptive behaviors, which revealed they were culturally sensitive as well.

ISBN: 9781267927699Subjects--Topical Terms:

423062
Business Administration, Management.

Leaders' cultural antipathy: A description of ethnocentric investments in the global workplace.
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