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Strategic Leadership Across Cultures: GLOBE Study of CEO Leadership Behavior and Effectiveness in 24 Countries

by Robert J House, Mary F Sully de Luque, Peter Dorfman, Mansour Javidan and Paul J Hanges SAGE Publications, Inc
Pub Date:
Hbk 464 pages
AU$286.00 NZ$294.78
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Strategic Leadership: The GLOBE Study of CEO Leadership Behavior and Effectiveness Across Cultures is the third volume in a three-part series showcasing the multinational, multi-year, multi-phase research undertaken by the GLOBE team. The third GLOBE book is unique in its focus, methodology, and impact. The research reported in this book was obtained during the third phase of the GLOBE project which lasted approximately 10 years. It examines strategic leadership effectiveness for executive and top-level management. Specifically, this 10-year-long phase of GLOBE features a large-scale, multi-national study of CEO leadership behavior and leadership effectiveness. GLOBE researchers obtained data from more than 800 CEOs and 5,000 top management team (TMT) members reporting to these CEOs from a total sample of 24 countries. Throughout the book, the editors provide evidence that leadership matters, executive leadership matters greatly, and that societal cultures influence the kind of leadership that is expected and effective. Essentially, the gap in knowledge about executive impact occurs across the confluence of three subfields: Strategic Leadership, Global Leadership, and Cross-cultural Leadership. The first GLOBE book, published in 2004, developed an integrated theory that links various theoretical processes important within and between these subfields. Today, the GLOBE theory has become a model framework for other studies in the area of global leadership, cross-cultural leadership, and strategic leadership. This new book develops a series of propositions about executive leadership based on this unified theory and empirically tests these propositions, once again offering the scholarly community a sound framework for evaluating executive leadership effectiveness.This new, comprehensive resource is a must-have for scholars and serious professionals studying or practicing in the fields of leadership, global leadership, cross-cultural leadership, and organization studies more broadly. It can also serve as a graduate text for courses addressing these themes.

1. Societal Culture and Leadership: GLOBE History, Theory, and Summary of Previous Findings2. Selective Review of the Literature on Culture, Leadership, and Upper Echelon Theory3. Rationale, Theoretical Framework, Hypotheses, Research Design, and Snapshots of Findings4. Research Methodology and Design5. Strategy for Measuring Constructs and Testing Relationships6. Psychometric Evidence for Leadership and Outcome Constructs7. CEO Leadership Behavior across Cultures: The Linkage with Cultural Values and Culturally Endorsed Leadership Theory (CLT)8. Leadership Effectiveness across Cultures: The Linkage with CEO Behaviors9. CEO Leadership Effectiveness Across Cultures: The Effect Of Fit and Behavior10. CEO Leadership Effectiveness across Cultures: Superior and Inferior CEOas11. Conclusions, Implications, and Future ResearchGlossary

Peter Dorfman Degree, including type and when and where it was received: Ph.D.: University of Maryland, 1970-72 Major: Engineering Psychology Minor and Interest Areas: Statistics -- Quantitative Analysis; Industrial and Organizational Psychology Current Affiliation: Management Department, College of Business Administration and Economics, New Mexico State University Research Interests: Peter W. Dorfman is a full Professor and the Department Head of the Department of Management, NMSU. Dr. Dorfman's research interests span both the human resources management and organizational behavior fields. His articles on leadership, cross-cultural management, and employee discrimination have appeared in the Journal of Applied Psychology, Academy of Management Journal, Academy of Management Review, Journal of Management, and Advances in International Comparative Management, among others. He is currently investigating the impact of cultural influences on managerial behavior and leadership styles. In addition, he is an expert witness and consultant in employee discrimination and sexual harassment cases. Paul J. Hanges Degree: Ph.D. Industrial/Organizational Psychology, 1986, University of Akron, Akron, Ohio Current Affiliation: University of Maryland Research Interests: Paul's research interests center around topics in social cognition, cross-cultural leadership, research methodology, and personnel selection. The majority of his work has focused on understanding factors affecting social perceptions (e.g., leadership) and the factors (e.g., societal culture, gender stereotypes, personality) that cause these perceptions to stabilize or change over time. Paul has developed a dynamic measure of perception and explored the utility of various mathematical models (e.g., catastrophe analysis, neural network analysis) to model changes in leadership ratings over time. His methodology work has dealt with such topics as multilevel statistical modeling, range restriction, and test banding methodology. His work has appeared in such journal as Psychological Bulletin, Journal of Applied Psychology, Applied Psychology: An International Review, Applied Psychological Measurement, Educational and Psychological Measurement, and Leadership Quarterly. He is currently an associate editor of Leadership Quarterly.