Exploring the leadership of New Zealand’s diverse cultural groups is of great importance in providing effective leadership. New Zealand’s population is diverse and rapidly changing (Statistics New Zealand, 2004b), resulting in leader-follower relationships increasingly being enacted in the cross-cultural context. As research suggests, cultural variations of leadership exist (Brodbeck et al., 2000; House, Hanges, Javidan, Dorfman, & Gupta, 2004), and inappropriate leadership could stifle the leadership process (Lord & Maher, 1993), it may be especially important to recognise cultural difference in leadership. Well-respected leadership theorists suggest that leadership behaviour is both culturally similar and different (Brodbeck et al., 2000; House et al., 2004), with distinct prototypes of leadership existing in each culture. Followers will only be influenced by leaders’ behaviour which they recognise from that prototype (Lord & Maher, 1993). To be effective, leaders’ behaviour must match followers’ culturally contingent leadership expectation (Popper & Druyan, 2001). New Zealand research supports this theory, confirming the existence of culturally unique leadership behaviour domestically (Ah Chong & Thomas, 1997; Love, 1991a). If the leadership expectations of New Zealand’s diverse cultural groups are not recognised, the result will be ineffective leadership for significant groups. This study investigates perceptions of outstanding Maori and Pakeha leaders by culturally similar followers. In doing so, it examines the unique Maori and Pakeha leadership prototypes, exploring their similarities and differences. In addition, it considers ways in which this course of research could impact on effective leadership in New Zealand. A multi-method approach was taken by this study in exploring perceived Maori and Pakeha leadership. The GLOBE (Global Leadership and Organizational Behavior Effectiveness) survey was employed as this study’s quantitative component. The GLOBE is currently cross-cultural leadership’s fore-running research programme, investigating culture’s impact on leadership processes in 62 cultures, with the aim of developing a truly cross-cultural leadership theory. Close iwi consultation with Te Atiawa and Maori academics was employed as this study’s qualitative component. This study’s findings suggest similarities and differences in how Maori and Pakeha followers perceived the outstanding leadership behaviour of culturally similar leaders. Broadly, they suggest that outstanding Maori leaders were perceived as exhibiting a greater degree of humane-orientated and self-protective behaviour. In some instances, outstanding Maori leaders were also perceived as exhibiting a greater degree of charismatic/value-based and team-orientated behaviour, although in some cases this was perceived as similar for outstanding Maori and Pakeha leaders. Participative and autonomous leadership behaviour was perceived as making a similar contribution to outstanding Maori and Pakeha leadership. This study’s findings support previous research which suggests culturally unique leadership prototypes. It offers insight into Maori leadership (as perceived by Maori followers) and provides a rough sketch-map of homogeneous and heterogeneous aspects of Maori and Pakeha leaders’ perceived behaviour.

The culture demonstrates itself in the shared values, attitudes, beliefs, norms and behaviours of people and it is distinguished from each other by differences in those shared meanings of people interacting. As culture is varied across countries, leadership styles are also varied across countries and are not exercised in the same way across different cultures. They are imported in accordance with the cultural environment in which they are perceived. Therefore, understanding the culture is significant in order to explain preferences of leaders concerning leadership styles. The main purpose of the present dissertation is to provide an overview of the relationship between Turkish culture and the way in which leadership is exercised by Turkish female leaders. The present study is completed in three steps in order to demonstrate that the existing relationship between the Turkish culture and leadership styles of female leaders in Turkey. In the first step, the study examined what culture is, what dimensions of the national culture are, what leadership is and how leadership styles are culturally-linked. In the second step, the paper investigated how female leaders perceive and exercise different leadership styles across different cultures. In the third step, the study researched what cornerstones of Turkish culture and how anticipated leadership styles of Turkish female leaders are shaped by Turkish culture.     The study followed a qualitative research approach based on the grounded theory. Ten female leaders coming from different backgrounds were interviewed in order to draw a holistic picture of the relationship between Turkish cultural values and leadership styles of Turkish female leaders. The findings of the study indicate that the Turkish culture has an influence on leadership styles of Turkish female leaders. According to the results, while Islamic values have no significant impact on leadership behaviours of female leaders, such cultural attributes as collectivism, high power distance, uncertainty avoidance and paternalism have a huge impact on leadership styles of Turkish female leaders.       The research examined only leadership styles of Turkish female leaders. Therefore, this study recommends a future research which will investigate leadership styles of Turkish males in order to understand whether gender has also an effect on leadership styles of Turkish leaders.

<p style="text-align: justify;">Испитивана је предиктивна вредност психолошких детерминанти: димензије личности, мотивационе оријентације, локус контроле, самопоштовање и димензије друштвене културе на димензије предузетничке оријентације у туристичком и јавном сектору.</p> / <p style="text-align: justify;">Ispitivana je prediktivna vrednost psiholoških determinanti: dimenzije ličnosti, motivacione orijentacije, lokus kontrole, samopoštovanje i dimenzije društvene kulture na dimenzije preduzetničke orijentacije u turističkom i javnom sektoru.</p> / <p style="text-align: justify;">The predictive value of psychological determinants: personality traits, motivational orientation, locus of control, self-esteem and cultural dimensions on the entrepreneurial orientation dimensions are investigated.</p>