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On becoming a leader in Asia and America: Empirical evidence from women managers

Peus, C.; Braun, S.; Knipfer, K.

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Authors

C. Peus

K. Knipfer



Abstract

In concordance with recent calls for cross-cultural leadership research as well as research on women leaders, this study investigated how women in Asia and the U.S. become leaders and how they enact their leadership. In-depth interviews with 76 mid- to upper-level female managers in Asia (China, India, Singapore) and the U.S. were conducted. Analyses revealed that a simple dichotomy of “Asian” versus “Western” leadership did not appropriately describe the data. Rather, factors such as achievement orientation, learning orientation, and role models emerged as crucial success factors for advancement to leadership positions across continents. However, the particular meaning differed between countries. Furthermore, with regard to women's leadership style differences between Asian countries were more salient than between Asia and the U.S. Implications for leadership theory and practice are discussed.

Citation

Peus, C., Braun, S., & Knipfer, K. (2015). On becoming a leader in Asia and America: Empirical evidence from women managers. The Leadership Quarterly, 26(1), 55-67. https://doi.org/10.1016/j.leaqua.2014.08.004

Journal Article Type Article
Acceptance Date Aug 19, 2014
Online Publication Date Sep 10, 2014
Publication Date Feb 1, 2015
Deposit Date Sep 24, 2015
Publicly Available Date Mar 10, 2016
Journal Leadership Quarterly
Print ISSN 1048-9843
Publisher Elsevier
Peer Reviewed Peer Reviewed
Volume 26
Issue 1
Pages 55-67
DOI https://doi.org/10.1016/j.leaqua.2014.08.004
Keywords Asia, United States, Leadership, Women managers.
Public URL https://durham-repository.worktribe.com/output/1402182

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