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    Exploring paternalistic leadership and its application to the Indonesian context : a dissertation presented in partial fulfilment of the requirement for the degree of Doctor of Philosophy in cross-cultural leadership at Massey University, Palmerston North, New Zealand
    (Massey University, 2011) Irawanto, Dodi Wirawan
    Paternalistic Leadership (PL) is characterised by a patriarchal and hierarchical authoritarian style of management. It is strongly characterised by absolute guidance, the protection of subordinates, harmony building and moral leadership. This thesis sets out a framework of enquiry that comprehensively answers the following three important questions. First, to what extent is Indonesian leadership paternalistic? Second, how is the leader-employee relationship constructed in Indonesia? Finally, to what extent is this relationship influenced by Javanese culture? Javanese is Indonesia’s dominant ethnicity and culture in the sociopolitical arena, colouring the socio-economic and political climate and affecting the way people perceive “leadership”. Generally speaking, Indonesia’s leadership and governmental style is paternalistic. For this study, the total population of civil servants was invited to answer a survey about their perceptions on leaders-leadership style, and eight hundred and seven (81%) respondents responded. The research study was based on the assumption that current “topdown” leadership should be augmented by a more complex view of leadership as relationship. The study was operationalised within the concept of Paternalistic leadership described by Cheng et al.’s (2004) 10 variables, which were validated using explanatory factor analysis. Additionally, the construction of relationship between leaders and employees was examined by relating employee demographic characteristics to Paternalistic leadership. Survey questionnaires were sent to civil servants in two provinces and returned directly to the researcher. Data analysis methods included descriptive statistics to examine how the respondents answered questions, explanatory factor analysis to examine suitability of paternalistic leadership, and one- and two-way analysis of variance (ANOVA) to examine how the respondents’ demographic information correspondents to Paternalistic leadership Study results show that civil servants agree that leaders demonstrate Paternalistic leadership. Instead of Cheng et al ‘s (2004)10 leadership factors, this study confirms that seven leadership styles are important aspects, highlighting “visible leadership” as the most important. Further, the most significant effect of employee demographic information to Paternalistic leadership is found in Visible leadership. Two-way ANOVA analysis suggest that Indonesian civil servants expect to “ride on the coattails” of their superiors. These results, supplemented by the literature, suggest that there should be an emphasis on the synergistic nature of the relationship between leaders and employees. It is also strongly recommended that further research replicate this study in other Indonesian provinces. Confirmation factor analysis and others variable measuring leaders-employees relationship in similar future research was also recommended.
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    Leadership in Aotearoa New Zealand : Māori and Pākehā perceptions of outstanding leadership : a thesis presented in partial fulfillment of the requirements of the degree of Master of Management at Massey University, Wellington, New Zealand
    (Massey University. Department of Communication and Journalism, 2005) Pfeifer, Dale Marie
    Exploring the leadership of New Zealand’s diverse cultural groups is of great importance in providing effective leadership. New Zealand’s population is diverse and rapidly changing (Statistics New Zealand, 2004b), resulting in leader-follower relationships increasingly being enacted in the cross-cultural context. As research suggests, cultural variations of leadership exist (Brodbeck et al., 2000; House, Hanges, Javidan, Dorfman, & Gupta, 2004), and inappropriate leadership could stifle the leadership process (Lord & Maher, 1993), it may be especially important to recognise cultural difference in leadership. Well-respected leadership theorists suggest that leadership behaviour is both culturally similar and different (Brodbeck et al., 2000; House et al., 2004), with distinct prototypes of leadership existing in each culture. Followers will only be influenced by leaders’ behaviour which they recognise from that prototype (Lord & Maher, 1993). To be effective, leaders’ behaviour must match followers’ culturally contingent leadership expectation (Popper & Druyan, 2001). New Zealand research supports this theory, confirming the existence of culturally unique leadership behaviour domestically (Ah Chong & Thomas, 1997; Love, 1991a). If the leadership expectations of New Zealand’s diverse cultural groups are not recognised, the result will be ineffective leadership for significant groups. This study investigates perceptions of outstanding Maori and Pakeha leaders by culturally similar followers. In doing so, it examines the unique Maori and Pakeha leadership prototypes, exploring their similarities and differences. In addition, it considers ways in which this course of research could impact on effective leadership in New Zealand. A multi-method approach was taken by this study in exploring perceived Maori and Pakeha leadership. The GLOBE (Global Leadership and Organizational Behavior Effectiveness) survey was employed as this study’s quantitative component. The GLOBE is currently cross-cultural leadership’s fore-running research programme, investigating culture’s impact on leadership processes in 62 cultures, with the aim of developing a truly cross-cultural leadership theory. Close iwi consultation with Te Atiawa and Maori academics was employed as this study’s qualitative component. This study’s findings suggest similarities and differences in how Maori and Pakeha followers perceived the outstanding leadership behaviour of culturally similar leaders. Broadly, they suggest that outstanding Maori leaders were perceived as exhibiting a greater degree of humane-orientated and self-protective behaviour. In some instances, outstanding Maori leaders were also perceived as exhibiting a greater degree of charismatic/value-based and team-orientated behaviour, although in some cases this was perceived as similar for outstanding Maori and Pakeha leaders. Participative and autonomous leadership behaviour was perceived as making a similar contribution to outstanding Maori and Pakeha leadership. This study’s findings support previous research which suggests culturally unique leadership prototypes. It offers insight into Maori leadership (as perceived by Maori followers) and provides a rough sketch-map of homogeneous and heterogeneous aspects of Maori and Pakeha leaders’ perceived behaviour.