The role of leader's gender and national culture in assessing the perceived leadership effectiveness of male and female leaders.

尽管人们越来越了解跨文化的领导实践以及性别在领导有效性感知中所扮演的角色，但调查企业跨文化背景下领导者有效性感知差异的研究仍然有限（Lin，Chen & Song，2012; Lee & Sukoco，2010）。此外，关于追随者对领导行为的性别期望的主题，仍然研究不足，对民族文化对领导风格的影响仍然缺乏足够的了解，特别是在性别背景下（Snaebjornsson et al，2015; Snaebjornsson & Edvardsson，2013）。考虑到现有的绝大多数领导力研究主要是基于北美和西欧的样本，并且鉴于关于性别和领导力的文化比较研究数量有限，（Snaebjornsson & Edvardsson，2013年; Snaebjornsson等人，2015年），这项研究的目的是解决跨国领导性别研究中的这些差距，以支持更注重文化敏感性和性别包容性的领导框架。拟议的研究旨在调查在何种程度上领导者管理的团队，文化上更相似的自己将被视为更成功的比那些领导在文化上不同的背景下，以及如何明显的领导效率评级之间的差异后一组将为女性领导者比他们为男性，这是由于一个人的民族文化对领导力的隐含期望。该方法将包括来自英国，荷兰，印度和日本的80名领导人在大型跨国组织中工作的便利样本。国家的选择是出于对参与者的访问，以及他们在权力距离，不确定性规避，个人主义/集体主义和男性气质/女性气质维度的霍夫施泰德（1980年，2001年）模型的差异。为了进行组间比较，一半的参与者将管理同一文化领域内的团队（例如印度经理与印度团队），而另一半将与来自不同文化的团队合作（例如英国经理与印度团队）。为了获得领导力期望的评级，将要求参与者及其团队完成地球仪研究（Hanges & Dickson，2004）的领导力问卷，并根据霍夫施泰德等人（2010）列出的指数得分结合国家文化得分。此外，受访者将被要求完成一份领导效能360度问卷，以比较自我和他人对男性和女性领导者领导效能的评分。

Despite the increasing understanding of the leadership practices across cultures and the role that gender plays in the perceptions of leadership effectiveness, the research investigating the differences in leader's effectiveness perceptions within a corporate cross-cultural context remains limited (Lin, Chen & Song, 2012; Lee & Sukoco, 2010). In addition, the topic of the gendered expectations of the leadership behaviour as displayed by the followers, remains under-researched and there is still insufficient understanding of the impacts of the national culture on the leadership style, especially in the context of gender (Snaebjornsson et al, 2015; Snaebjornsson & Edvardsson, 2013). Considering that the vast majority of the existing leadership research is predominantly based on North American and Wester European samples, and in the view of limited number of culturally comparative research on gender and leadership (Snaebjornsson & Edvardsson, 2013; Snaebjornsson et al. 2015), this research aims to address these gaps in cross-national leadership gender studies in support of more culturally-sensitive and gender-inclusive leadership frameworks. The proposed research aims to investigate the extent to which the leaders managing teams that are culturally more similar to their own will be perceived as more successful than those leading in a culturally different context and how pronounced the discrepancies between the leadership effectiveness ratings of the latter group will be for the female leaders than they are for males, due to the implicit expectations of leadership derived from one's national culture. The methodology will include a convenience sample of 80 leaders from the United Kingdom, Netherlands, India and Japan working within large multinational organisations. The choice of countries was motivated by the access to participants, as well as their differences on the Power Distance, Uncertainty Avoidance, Individualism/Collectivism and Masculinity/Femininity dimensions of the Hofstede's (1980, 2001) model. To allow for the between-group comparisons, half of the participants will be managing teams within the same cultural domain (e.g. Indian manager with an Indian team), while the other half will be working with teams from a different culture (e.g. British manager with an Indian team). To obtain the ratings of the leadership expectations, participants and their teams will be asked to complete leadership questionnaire of the GLOBE study (Hanges & Dickson, 2004) used in combination with the national culture scores according to the index scores listed in Hofstede et al. (2010). In addition, respondents will be asked to complete a leadership effectiveness 360-degree questionnaire, allowing the comparison of the self and others' ratings on the leadership effectiveness for male and female leaders.