Transformational leaders: all things to all people in all cultures?

This study extends past cross-cultural leadership studies by proposing and testing a model of process differences in the leadership-outcome relationships across cultures. Specifically, the study adopts a process model of charismatic leadership similar to that proposed by Piccolo and Colquitt (2006). Utilizing the cultural dimensions developed by Hofstede (1980) and GLOBE (1997), we examine the role that culture plays in the transformational leadership job satisfaction relationship, where leaders are proposed to influence followers perceptions of their work (job characteristics), and these perceptions influence follower attitudes and cognitions. Results from the analyses reveal that, not only was the relationship between transformational leadership and job satisfaction universal but also that the key process variables were also consistent across cultures. Specifically, each of the job characteristics included in the model were shown to mediate the relationship between transformational leadership and job satisfaction across cultures. Only one of the cultural dimensions included in the analysis moderated both of the hypothesized relationships. Hofstedes cultural dimension for masculinity moderated the relationship between transformational leader and interdependence and interdependence and follower satisfaction. Implications for scientists and practitioners are discussed.