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的作用，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，追随者对领导行为的性别期望这一主题仍未得到充分研究，对民族文化对领导风格的影响，特别是在性别背景下的影响的理解仍然不足（Snaebjornsson et al, 2015; Snaebjornsson & Edvardsson, 2013）。考虑到现有的绝大多数领导力研究主要基于北美和西欧的样本，并且鉴于性别和领导力的文化比较研究数量有限（Snaebjornsson & Edvardsson, 2013; Snaebjornsson et al. 2015），本研究旨在解决跨国领导力性别研究中的这些差距，以支持更具文化敏感性和性别包容性的领导力框架。拟议的研究旨在调查在多大程度上，管理文化上与自己更相似的团队的领导者会被认为比那些在文化上不同的背景下领导的领导者更成功，以及由于来自一个人的民族文化的隐性领导期望，后一组女性领导者的领导效能评级之间的差异会比男性领导者的差异有多明显。该方法将包括来自英国、荷兰、印度和日本的80位在大型跨国组织工作的领导人的方便样本。国家选择的动机是参与者的可及性，以及他们在Hofstede（1980, 2001）模型的权力距离、不确定性规避、个人主义/集体主义和男性/女性气质维度上的差异。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（例如，英国经理与印度团队）一起工作。为了获得领导期望的评级，参与者及其团队将被要求完成GLOBE研究（Hanges & Dickson, 2004）的领导问卷，根据Hofstede et al.（2010）中列出的指数得分，结合国家文化得分使用。此外，受访者将被要求完成一份领导力有效性360度问卷，允许比较自己和他人对男性和女性领导者领导力有效性的评价。

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.