This study examines the relationship between the self-rated cultural orientation and the self-perceived leadership style of managers of three major oil palm plantation companies in Malaysia. The cultural orientation of managers and managers' leadership style was also examined. / Three survey questionnaires, (1) Demographic Questionnaire, (2) Value Survey Module 94 (VSM 94), and (3) Bolman & Deal Leadership Orientation (BDLO) (Self) were sent to the entire population of 160 managers of the three major oil palm plantation companies. A response rate of 79 percent or 125 responses were received. Using these responses, managers' cultural orientation and managers' leadership style was established. Managers' cultural orientation was computed against each of the leadership styles to establish relationship. / The results of this study show a significant relationship between cultural orientation and leadership style. The high Uncertainty Avoidance Orientation and Collectivism Orientation was significantly associated with the Structural Leadership Style. There was a significant relationship between Collectivism Orientation and the Human Resource Leadership Style. Low Power Distance was significantly related to the Political Leadership Style; The Femininity Orientation, Individualism Orientation, and high Power Distance was significantly associated with the Symbolic Leadership Style. There was a probability of association between Femininity Orientation, low Power Distance and Structural Leadership Style; high Uncertainty Avoidance was related to the Human Resource Leadership Style. There was a probability of association between high Uncertainty Avoidance Orientation, Individualism Orientation and the Political Leadership Style; low Uncertainty Avoidance Orientation was associated with Symbolic Leadership Style. / The results of this study also indicate managers were medium Power Distance, high Uncertainty Avoidance, Collectivist, medium on the Masculinity-Femininity (thus, are more feminine than masculine), and Short-Term Oriented. Managers use all the leadership styles proposed by Bolman & Deal (1984, 1997). However they prefer the Structural Leadership Style and Human Resource Leadership Style to the Symbolic Leadership Style and Political Leadership Style. / Ethnicity, age, and level of education were found to be important variables affecting the cultural orientation of managers. On the relationship between the respondents' profile and leadership style, the results show that ethnicity, age, and number of years in current position as manager are variables which influence the leadership style of managers. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

This study examines the relationship between the self-rated cultural orientation and the self-perceived leadership style of managers of three major oil palm plantation companies in Malaysia. The cultural orientation of managers and managers' leadership style was also examined. / Three survey questionnaires, (1) Demographic Questionnaire, (2) Value Survey Module 94 (VSM 94), and (3) Bolman & Deal Leadership Orientation (BDLO) (Self) were sent to the entire population of 160 managers of the three major oil palm plantation companies. A response rate of 79 percent or 125 responses were received. Using these responses, managers' cultural orientation and managers' leadership style was established. Managers' cultural orientation was computed against each of the leadership styles to establish relationship. / The results of this study show a significant relationship between cultural orientation and leadership style. The high Uncertainty Avoidance Orientation and Collectivism Orientation was significantly associated with the Structural Leadership Style. There was a significant relationship between Collectivism Orientation and the Human Resource Leadership Style. Low Power Distance was significantly related to the Political Leadership Style; The Femininity Orientation, Individualism Orientation, and high Power Distance was significantly associated with the Symbolic Leadership Style. There was a probability of association between Femininity Orientation, low Power Distance and Structural Leadership Style; high Uncertainty Avoidance was related to the Human Resource Leadership Style. There was a probability of association between high Uncertainty Avoidance Orientation, Individualism Orientation and the Political Leadership Style; low Uncertainty Avoidance Orientation was associated with Symbolic Leadership Style. / The results of this study also indicate managers were medium Power Distance, high Uncertainty Avoidance, Collectivist, medium on the Masculinity-Femininity (thus, are more feminine than masculine), and Short-Term Oriented. Managers use all the leadership styles proposed by Bolman & Deal (1984, 1997). However they prefer the Structural Leadership Style and Human Resource Leadership Style to the Symbolic Leadership Style and Political Leadership Style. / Ethnicity, age, and level of education were found to be important variables affecting the cultural orientation of managers. On the relationship between the respondents' profile and leadership style, the results show that ethnicity, age, and number of years in current position as manager are variables which influence the leadership style of managers. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Thesis (Ph. D.)--University of Washington, 1994. / Vita. Includes bibliographical references (leaves [116]-123).

M.A. (Clinical psychology) / Please refer to full text to view abstract

M.A. (Psychology) / Please refer to full text to view abstract

Individuals from Aberdeen/Aberdeenshire and Glasgow/Greater Glasgow have anecdotally been thought to differ in their expression of emotion with the former group being thought to be less emotionally expressive that the latter. The current thesis carried out three studies to empirically examine this. A systematic review of measures of emotion experience, regulation, expression and alexithymia was carried out to establish their psychometric properties. The results of the review lead to recommendations for which scales to use within future studies of the thesis. The second study used measures of emotion experience (Positive Affect Negative Affect Schedule), emotion regulation (Emotion Regulation Questionnaire) and alexithymia (Toronto Alexithymia Scale-20), identified within the review, in samples of adults from Aberdeen/Aberdeenshire and Glasgow/Greater Glasgow. A multiple indicators multiple causes model was used to examine group differences in response to these measures, this method allowed examination of differences on factor means and individual indicator items on the scales. It was found that Aberdeen/Aberdeenshire participants demonstrated a higher factor mean on the Negative Affect (NA) factor of the PANAS; the Aberdeen/Aberdeenshire participants also endorsed an individual item on the ERQ (Item 5) and the TAS-20 (Item 1) more than the Glasgow/Greater Glasgow participants. Finally, a qualitative study was carried out in which participants from each group recalled events related to six emotions. In describing events related to fear, anger and sadness, Aberdeen/Aberdeenshire participants tended to use positive statements that downplayed events related to these emotions, while the Glasgow/Greater Glasgow participants tended to use 'catastrophic' statements when describing events related to the same emotions. This may indicate differing cultural models between these populations.

M.Phil. (Industrial Psychology) / The equivalent cross-cultural assessment of personality has long been a debatable subject in psychological research. Personologists remain divided as to the universality of personality traits, and as such, their cross-cultural applicability. This argument remains valid within the South African multicultural and multilingual context. In addition to the applicability of various imported personality measures, South Africa’s past misuse of psychological assessments for unfair discriminatory purposes has created many negative perceptions of their utility. This was further corroborated with the promulgation of the Employment Equity Act 55 of 1998 that stipulates that all psychological assessments used in South Africa need to meet the criteria of: a) being scientifically shown to be valid and reliable; b) can be applied fairly to all employees; and c) not biased against any employee or group (Government Gazette, 1998). Currently no validated indigenous model and measure of personality exists in South Africa. Psychological assessments are mainly imported from the United States of America (US) and United Kingdom (UK) and normed to the South African population. Foxcroft, Roodt and Abrahams (2005) acknowledge that many of these assessments, in addition to many locally developed measures, have not been tested for bias nor have they been cross-culturally validated. Furthermore, the theories, models and taxonomies on which these measures are based were developed within a Western context and as such, have not incorporated the unique intricacies of the South African context and its array of cultures and languages. Therefore, the accurate and appropriate measure of personality within South Africa has been impeded.

This study is a comparison of theory and specific life experiences in heteroculturality. It synthesizes four conceptual frameworks describing individuals who have engaged in multiple culture-learning situations, and compares the themes derived from this synthesis with the attitudes and behaviors communicated by these multiculturally-socialized individuals.

No description available.

The Conditional Reasoning Test-Relative Motive Strength (CRT-RMS; James, 1998) has shown to be a psychometrically reliable and valid approach for measuring implicit motives and biases in United States and European contexts (James&Rentsch, 2004; Mot, 2003). Extended from previous research, the current study demonstrated the utility of the CRT-RMS with a sample of 186 college students in Korea. The results showed a significant association between the CRT-RMS scores and Korean college students' grade point average. Korean samples also supported the dissociative model in relating with self-report measures. Additionally, mean score differences on implicit and explicit measures of achievement motivation between Korean and US samples provided meaningful information. Implications of cross-culturally valid implicit measures are discussed.