Subordinate Identification with Cultural Dimensions as a Moderating Element between Observed Leadership Style and Leadership Effectiveness

Situational leadership theory proclaims that there are no single best leadership style, and that a when engaging in leadership behaviour, subordinate characteristics need to be considered to optimise the leader’s influence. The purpose of this research was to assess the extent to which subordinates’ identification with cultural dimensions can influence the perceived effectiveness of different leadership styles. Should it be possible to determine which leadership styles are most effective when dealing with specific types of individuals, it should also be possible for leaders to adapt their behaviour accordingly and be more effective. A cross-sectional survey design was used in this study to collect data on leadership styles (empowering, directive, transactional and transformational), as well as on five dimensions of cultural differences (power distance, uncertainty avoidance, collectivism, masculinity, and long-term orientation), as proposed by Hofstede. Data were obtained from 1 140 South African employees, representing 19 diverse organisations. In the case of each of the different leadership styles, the effect of the five cultural dimensions on the relationship with effective leadership was tested, identifying the moderating effects using regression modelling. The main finding was that not all leadership styles had a significant association with leadership effectiveness. It was also determined that in only three of the possible 20 cases, cultural identification moderated the relationship between leadership style and leader effectiveness. On an academic level the research contributes to the understanding of how subordinate perceptions of leadership effectiveness are influenced by culture-specific identifications within a diverse society. On an operational level the research established that it may be more important for leaders to focus on using effective leadership styles (which have a significant effect on effectiveness), rather than to concentrate on subordinates’ cultural identification, which moderates the relationship between leadership style and perceived leader effectiveness in only a few cases.