The Cross-cultural Variation of the Effects of Transformational Leadership Behaviors on Followers’ Organizational Identification: The Case of Idealized Influence and Individualized Consideration in Finland and Russia

Alexei Koveshnikov, Mats Ehrnrooth

Research output: Contribution to journalArticleScientificpeer-review

1 Citation (Scopus)

Abstract

In this article, we examine the cross-cultural variation in the perceived effects of idealized influence and individualized consideration leadership behaviors – two behavioral dimensions of transformational leadership – on followers’ organizational identification in two culturally distinct countries: Russia and Finland. We also test whether the followers’ role ambiguity mediates these relationships. Using the self-concept-based theory of leadership as an explanatory framework, our analysis of white-collar employees in four Finland-based multinational corporations and their subsidiaries in Russia shows that whereas in Russia both behaviors facilitate followers’ identification, in Finland only idealized influence does. We also find differences in how role ambiguity mediates the relationship between the two behaviors and followers’ identification in the two countries. In Russia, it fully mediates the relationship between individualized consideration and followers’ identification, whereas in Finland it partially mediates the relationship between idealized influence and followers’ identification.
Original languageEnglish
Peer-reviewed scientific journalManagement and Organization Review
Volume14
Issue number4
Pages (from-to)747-779
Number of pages33
ISSN1740-8776
DOIs
Publication statusPublished - 09.11.2018
MoE publication typeA1 Journal article - refereed

Keywords

  • 512 Business and Management
  • Finland
  • follower-centric leadership
  • organizational identification
  • role ambiguity
  • Russia
  • transformational leadership

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