TRANSACTIONAL LEADERSHIP INN CROSS CULTURAL ENVIRONMENT

Running head: TRANSACTIONAL LEADERSHIP IN CROSS CULTURAL ENVIRONMENT
A STUDY TO ANALYSE THE IMPACT OF TRANSACTIONAL LEADERSHIP IN
CROSS CULTURAL CONTEXT
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1TRANSACTIONAL LEADERSHIP INN CROSS CULTURAL ENVIRONMENT
Antonakis, J., & House, R.J., (2014). Instrumental leadership: Measurement and extension
of transformational–transactional leadership theory. The Leadership Quarterly,
25(4), pp.746-771.
This article written by Antonakis and House in 2014, investigates the relationship
between the different types of leadership styles such as charismatic leadership and the
transactional leadership and the Big Five personality traits. The study investigates the role of
dynamism in the work environment in moderating these relationships. The study further looks
into the analysis of the relationship between the leadership behavior and its effectiveness. The
five personality traits were measured via using the self-ratings like the NEO-PI-R. The
subordinates had to rate the behaviors of their leaders and the peers as well as the superiors rated
their effectiveness. The results of the study showed that the dynamic work environment indeed
moderated the relationships between the Big Five Factors and the charismatic as well as
transactional leadership. It was found out that the charismatic leadership and the perceived
effectiveness were positively related however, only when the work environment was dynamic.
This journal was used in the following research paper to understand the relationship between the
different kinds of leadership and the personality that can help in increasing the effectiveness of
the work environment in diverse cultures.
Bealer, D., & Bhanugopan, R. (2014). Transactional and transformational leadership
behavior of expatriate and national managers in the UAE: a cross-cultural
comparative analysis. The international journal of human resource management,
25(2), 293-316.
This paperfocuses on theunderstanding of the different types of leadership styles that are
displayed in the Middle Eastern countries, particularly aiming at United Arab Emirates (UAE).

2TRANSACTIONAL LEADERSHIP INN CROSS CULTURAL ENVIRONMENT
The paper examines as well as compares the leadership styles and behaviors of the different
expatriate and managers of the several countries in the UAE, the total number of managers
totalling to 213. The styles and the approaches of leadership of these managers have been
identified in the study.In order to compare the distinct leadership styles, the factorial structure,
percentiles, mean and the standard deviation were derived. The results showed that the mangers
in the UAE were less transformationaland were more passive avoidant than the mangers in the
United States and Europe. This journal has been used in the research paper in a way in which the
theories and the practices laid out in the study helped in the understanding of the different styles
of leadership in different cultural contexts like the middle eastern, the European and the
American countries.
Eisenbeib, S. A., & Brodbeck, F. (2014). Ethical and unethical leadership: A cross-cultural
and cross-sectoral analysis. Journal of Business Ethics, 122(2), 343-359.
The paper discusses the impact of ethical and unethical leadership in the western-based
private sector. The study directs towards an understanding of the ethical and unethical leadership
in a compliance-oriented manner. In today’s world, it has become a necessity to go ahead with
one’s work in an ethical manner across various cultures and therefore, there is a compulsion of
developing a picture of how the different cultures of the west and the east perceive ethical and
unethical leadership. In view of this issue, the study has aimed its investigation on the
identification of the cross-cultural as well as cross-sectoral similarities and the differences in the
ethical and unethical leadership through the international executives’ perspectives. The results
showed that there was limited support for the compliance-oriented ethical and unethical
leadership and more oriented towards the value perspective of leadership. The journal has been

3TRANSACTIONAL LEADERSHIP INN CROSS CULTURAL ENVIRONMENT
used in the research paper to identify the concepts of ethical and unethical leadership in the
cultural context and use the findings from the study in the research.
Eom, M. (. (2009). Cross-cultural virtual team and its key antecedents to success. The
Journal of Applied Business and Economics, 10(1), 1.
The paper has been written by Eom in the year 2009 that looks into the different
cultural challenges in the virtual teams. The presence of members from different cultures and
backgrounds in the virtual teams influence the processes of internal communication and thus it
can lead to conflicts, lack of trust and misunderstandings between the members. The influence of
intercultural diversity is important for increasing the effectiveness of the team and setting of
clear goals of the organisation. The study investigated whether it was the effect of diverse
cultures or the lack of cohesion and mutual understanding of the team. The research of this study
was conducted on the specialists from the IT sector who had already had experience from
working in the virtual teams. The findings focused on the effect of intercultural collaboration of
the members of the virtual teams on the possible exploitation of the specialists across the globe.
As this paper also focuses on the cultural aspects in the team work, it helped in the understanding
of the work processes of different members belonging to different cultures in the organisation.
Flatten, T., Adams, D., & Brettel, M. (2015). Fostering absorptive capacity through
leadership: A cross-cultural analysis. Journal of World Business, 50(3), 519-534.
The paper written by Flatten, Adams and Brettel in 2015 focuses on the absorptive
capacity of the firm.It is the ability of the firm to exploit as well as explore the knowledge of the
business dynamics that is needed for being successful in the global marketplace. The data had
been taken from 608 firms from various countries like Brazil, India, Austria, Singapore,