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The impact of national culture on self-leadership

The theory of self-leadership is gaining credibility and support in the era of
globalisation and knowledge workers. As with many leadership theories, culture
has been proposed to have a major impact on leadership processes. The
purpose of this study was to determine the extent that self-leadership is
correlated with national culture dimensions. Self-leadership was measured
through the Revised Self-Leadership Questionnaire developed by Houghton and
Neck (2002). The cultural values were measured through the use of Hofstedeā€™s
Value Survey Module 94 (VSM94). Hypotheses were formed regarding
relationships between national culture background and Self-leadership practice.
Pearson r, Chi-square test with cross tabulation and multiple regression were
used to determine the associations. The results from the statistical tests showed
associations between national culture values and self-leadership dimensions.
PDI and UAI showed a positive relationship with visualising successful
performance but a negative relationship with self-talk both aspects of constructive
thought pattern strategies. MAS had a positive relationship with self-talk while
negatively correlated to visualising successful performance. IDV had positive
relationships with behaviour-focussed strategies, natural reward strategies and
constructive thought pattern strategies. Long-term orientation had a strong
negative relationship with behaviour-focussed and natural reward strategies and
a very weak negative association with behaviour focussed strategies. / Graduate School of Business Leadership / M.B.L.

Identiferoai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:unisa/oai:uir.unisa.ac.za:10500/140
Date30 October 2007
CreatorsKawondera, P.S.
Source SetsSouth African National ETD Portal
LanguageEnglish
Detected LanguageEnglish
TypeResearch Report
Format1 online resource (various pagings)

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