The Cross-Cultural Variation of the Effects of Transformational Leadership Behaviors on Followers’ Organizational Identification: The Case of Idealized Influence and Individualized Consideration in Finland and Russia
研究了芬兰和俄罗斯两国中，变革型领导的理想化影响和个性化关怀行为对员工组织认同的不同影响，并发现角色模糊在其中起中介作用，对跨国企业管理有参考价值。
ABSTRACT In this article, we examine the cross-cultural variation in the perceived effects of idealized influence and individualized consideration leadership behaviors – two behavioral dimensions of transformational leadership – on followers’ organizational identification in two culturally distinct countries: Russia and Finland. We also test whether the followers’ role ambiguity mediates these relationships. Using the self-concept-based theory of leadership as an explanatory framework, our analysis of white-collar employees in four Finland-based multinational corporations and their subsidiaries in Russia shows that whereas in Russia both behaviors facilitate followers’ identification, in Finland only idealized influence does. We also find differences in how role ambiguity mediates the relationship between the two behaviors and followers’ identification in the two countries. In Russia, it fully mediates the relationship between individualized consideration and followers’ identification, whereas in Finland it partially mediates the relationship between idealized influence and followers’ identification.