Ideal President like Ideal Boss? Looking for Preferences of Political Leadership Style: Cross-Cultural Study in Goleman's Typology

• Autorzy: Wojciech Cwalina , Milena Drzewiecka
• Języki publikacji: EN

Abstrakty

EN

Political leadership style and effectiveness depend not only on political system, but also on different interests of citizens and specialized marketing tools. The "age of manufactured images" and shift from citizenship to spectatorship make recognition and response to voters' expectations crucial. According to Golemans' [2000] business theory of leadership styles, leaders with high emotional intelligence who display authoritative, democratic, affiliative or coaching styles of leadership have greater chance of success than coercive and pacesetting leaders. The last two attain lowest sympathy and have negative impact on organizational climate. The aim of study was to find profile of ideal political leadership style, relating it also to real political leaders in countries of different democracy maturity (Poland vs. Georgia). The results show that however both Polish and Georgian voters praise affliative and coaching style, Polish voters expect to greater extent than Georgians, from their ideal president to be authoritative, democratic, affiliative and coaching. Moreover, differences on certain leadership dimensions perception were found. Pacesetting style is perceived by Georgians as part of leader's communion, while part of leader's agency. Nonetheless, real Polish and Georgian leaders are differently perceived in relation to ideal president's style profile. Bigger differences are seen in case of Georgian politicians. The results give practical guides for image creation and candidates' positioning, e.g. within political campaigns, and enrich discussion on leadership and its cross-cultural differences.(original abstract)

Słowa kluczowe

EN

Leadership; Political leadership; Business leaders; Democracy; Politics

PL

Przywództwo; Przywództwo polityczne; Liderzy biznesu; Demokracja; Polityka

• Czasopismo: Przedsiębiorczość i Zarządzanie
• Rocznik: 2015
• Numer: t. 16, z. 3, cz. 3 Wyzwania psychologii biznesu w wymiarze międzykulturowym
• Strony: 99--115

Twórcy

autor

Wojciech Cwalina

• University of Social Sciences and Humanities, Warsaw, Poland

autor

Milena Drzewiecka

• University of Social Sciences and Humanities, Warsaw, Poland

Bibliografia

• Abele A. E., Wojciszke B. (2007), Agency and Communion from the Perspective of Self Versus Others, "Journal of Personality and Social Psychology", vol. 93, no. 5, pp. 751-763.
• Armbruster T. and Gebert D. (2002), Uncharted territories of organizational research: the caseof Karl Popper's open society and its enemies, "Organization Studies", vol. 23, no. 2, pp. 169-188.
• Argyle M. (1978), The Psychology of Interpersonal Behaviour, Harmondsworth: Penguin.
• Boulding K. E. (1956), The image, Ann Arbor: University of Michigan Press.
• Bales R.F., Slater P.E. (1955), Role differentiation in small decision making groups, [in:] Parsons T. (ed.), Family Socialization and Interaction Processes, New York: Free Press.
• Barling J., Salter F., Kelloway E. K. (2000), Transformational leadership and EI: an exploratory study, "Leadership & Organizational Development Journal", vol. 21, no. 3, pp. 157-161.
• Blake R.R., Mouton J.S. (1964), The Managerial Grid, Houston: Gulf Publishing Company.
• Blake R.R., Mouton, J.S. (1975), An Overview of the Grid, "Training & Development Journal", vol. 29, no.5, pp. 29-38.
• Burns J.M. (1978), Leadership, New York: Harper and Row Publishers, Inc.
• Butcher D., Clarke M. (2006), Political leadership in democracies: some lessons for business, "Management Decision", vol. 44, no. 8, pp. 985-1001.
• Cwalina W., Falkowski A., Kaid A.A. (2000), Role of advertising in forming the image of politicians: Comparative analysis of Poland, France and Germany, "Media Psychology", vol. 2, no. 2, pp. 119-146.
• Cwalina W., Falkowski A. and Newman B.I. (2011), Political Marketing: Theoretical and Strategic Foundations, New York: M.E. Sharpe.
• Cwalina W., Falkowski A. and Newman, B.I. (2009), Political management and marketing, [in:] Johnson D.W (ed.), Routledge handbook of political management, New York: Routledge.
• Dion L. (1968), The Concept of Political Leadership: An Analysis, "Canadian Journal of Political Science", 1(1), pp. 2-17.
• Drzewiecka M., Cwalina W. (2014), What political leadership styles do we prefer? Cross-cultural study in Goleman's typology of leadership, In proceedings of Scientific Conference SCIECONF 2014.
• Etzioni A. (1998), A communitarian note on stakeholder theory, "Business Ethics Quarterly", 4, pp. 679-91.
• Fiedler F.E. (1964), A contingency model of leadership effectiveness, "Advances in Experimental Social Psychology", 1, pp. 149-190.
• Fiedler F.E. (1978), The contingency model and the dynamics of the leadership process, "Advances in Experimental Social Psychology", 11, pp. 59-112.
• French J.R.P., Raven B. (1959), The basis of social power, [in:] Cartwright D. (ed.) Studies in Social Power, Ann Arbor: University of Michigan Press.
• Gardner L., Stough C. (2002), Examining the relationship between leadership and emotional intelligence in senior level managers, "Leadership & Organization Development Journal", vol. 23, no. 2, pp. 68 - 78.
• Goleman D. (1996), Emotional Intelligence: Why It Can Matter More than IQ, London: Bloomsbury Publishing PLC.
• Goleman D. (1998a), What Makes a Leader?, "Harvard Business Review, vol. 76, no. 6, pp. 93-102.
• Goleman D. (1998b), The Emotional Intelligence of Leaders, "Leader to Leader", 10, pp. 20-26.
• Goleman D. (2000), Leadership that gets results, "Harvard Business Review", vol. 78, no 2., pp. 78-90.
• Giritli H., Topcu Oraz G. (2004), Leadership styles: some evidence from the Turkish construction industry, "Construction Management & Economics", vol. 22, no. 3, pp. 253-262.
• Harris P. (2001), 'To spin or not to spin-that is the question: The emergence of modern political marketing, "Marketing Review", vol. 2, no. 1, pp. 35-53.
• Herman M.G., Preston J.T. (1994), Presidents, advisers and foreign policy: The effects of leadership style on executive arrangements, "Political Psychology", 15, pp. 75-96.
• House R.J, Hanges R.J., Javidan M., Dorfman P.W. and Gupta V. (2004), Culture, Leadership and Organizations. The GLOBE Study of 62 Societies, Thousand Oaks, CA: Sage Publications, pp. 669-719.
• Joseph D. L., Newman D. A. (2010), Emotional intelligence: An integrative meta-analysis and cascading model, "Journal of Applied Psychology", vol. 95, no. 1, pp. 54-78.
• Kudelia S. (2012), Society as an actor in post soviet state building, "Demokratizatsiya", vol. 20, no. 2, pp. 149-156.
• Leary M. (1996), Self-Presentation: Impression Management and Interpersonal Behavior, Boulder, CO: Westview Press.
• Lewin K., Lippitt R., White R.K. (1939), Patterns of aggressive behaviour in experimentally created social climates, "Journal of Social Psychology", no. 10, pp. 271-301.
• Likert R. (1967), The human organization: Its management and value, New York: McGraw-Hill.
• Machiavelli N. (1961), The Prince, London: Penguin.
• McFarland A.S. (1969), Power and leadership in pluralist systems, Stanford, California: Stanford University Press.
• McLelland D.C. (1953), The achieving society, Princeton, New York: Van Nostrand.
• Mouse R.J., Mitchell T.H. (1974), Path Goal Theory of Leadership, "Journal of Contemporary Business", no. 3, pp. 81-97.
• Myers D.G. (2007), Exploring social psychology, Boston: McGraw-Hill.
• Newman B.I. (1999), The Mass Marketing Of Politics: Democracy In An Age Of Manufactured Images, Thousand Oaks, CA: Sage.
• Nye J. S. (2014), Transformational and transactional presidents, "Leadership", vol. 10, no. 1, pp. 118-124.
• Palmer E.R. (2010), Przywództwo doskonałe, Oficyna Wolters Kluwer Business, , Warszawa.
• Palmer L., Gardner C., Stough (2003), The relationship between emotional intelligence, personality, and effective leadership, "Australian Journal of Psychology", no. 55, pp. 140-144.
• Pancer S.M., Brown S.D., Barr C. W. (1999), Forming impression of political leaders: A cross-national comparison, "Political Psychology", vol. 20, no. 2, pp. 345-368.
• Sala F. (2003), Leadership in education: Effective U.K. college principals, "Nonprofit Management & Leadership", vol. 14, no. 2, pp. 171-189.
• Stoner A., Freeman R.E., Gilbert D.R. (2001), Kierowanie, Polskie Wydawnictwo Ekonomiczne, Warszawa.
• Turovsky R. (2011), Party systems in post-soviet states: The Shaping of Political Competition, "Perspectives on European Politics & Society, vol. 12 , no. 2, pp. 197-213.
• Wattenberg M. P. (1991), The Rise of Candidate-Centered Politics: Presidential Elections of the 1980s, Cambridge, MA: Harvard University Press.
• Waterhouse L. (2006), Multiple Intelligences, the Mozart Effect, and Emotional Intelligence: A Critical Review, "Educational Psychologist", vol. 41, no. 4, pp. 207-225.
• Weber M. (1947), The theory of social and economic organization, New York: Free Press.
• Winter D.G. (1987), Leader Appeal, Leader Performance, and the Motive Profile of Leaders and Followers, "Journal of Personality & Social Psychology", vol. 52, no. 1, pp. 196-202.
• Yukl G. (2002), Leadership in organizations, Upper Sadler River, Prentice Hall, New York.
• Zacarro S. J., Horn Z. N. J (2003), Leadership theory and practice: Fostering an effective symbiosis, "The Leadership Quarterly", no. 14, pp. 769-806