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 (M.S.)--University of Wisconsin--Madison, 1984. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves i-ii).

Thesis: Ph. D., Massachusetts Institute of Technology, Department of Economics, 1978 / Bibliography: leaves 240-243. / by José Marcio A. Guimaraés de Camargo. / Ph. D. / Ph. D. Massachusetts Institute of Technology, Department of Economics

Thesis (Ph. D. in Sociology)--Vanderbilt University, Dec. 2008. / Title from title screen. Includes bibliographical references.

Thesis (M.S.)--University of Wisconsin--Madison, 1984. / One folded map in pocket. Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 272-283).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1974. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.