Leader reliance on subordinates across nations that differ in development and climate [An article from: The Leadership Quarterly]

This digital document is a journal article from The Leadership Quarterly, published by Elsevier in 2004. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.

Description:
How, where, and why do leaders follow the people they lead? An 84-nation analysis of survey responses from 19,525 managers shows that their reliance on subordinates depends on the level of wealth and development, and the harshness of cold or hot climates. In support of the thermal demands-resources theory [J. Environ. Psychol. (2004)], leaders in more developed countries, especially in countries with more demanding climates, rely more on subordinates as sources of information and as targets of delegation. Additionally, the more strongly positive links between national development and leader reliance on subordinates in more demanding climates are rectilinear for information reliance but J-curved for delegation reliance. The interactions of wealth-based resources and climatic demands generate an ecological leadership theory, which is summarized in four propositions.