Exploring leadership preferences in multicultural workgroups: An Australian case study

doi:10.1108/01437730410531065

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Leadership & Organization Development Journal

ISSN: 0143-7739
Incorporates: Participation and Empowerment: An International Journal

Online from: 1980

Subject Area: Organization Studies

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Exploring leadership preferences in multicultural workgroups: An Australian case study

Document Information:
Title:	Exploring leadership preferences in multicultural workgroups: An Australian case study
Author(s):	Kenneth Brain, (Business Strategies Branch, Department of State Development, Brisbane, Queensland, Australia), Dianne Lewis, (School of Management, Queensland University of Technology, Brisbane, Queensland, Australia)
Citation:	Kenneth Brain, Dianne Lewis, (2004) "Exploring leadership preferences in multicultural workgroups: An Australian case study", Leadership & Organization Development Journal, Vol. 25 Iss: 3, pp.263 - 278
Keywords:	Australia, Multicultural management, Team working, Transactional leadership, Transformational leadership
Article type:	Research paper
DOI:	10.1108/01437730410531065 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Abstract:	A workforce comprising individuals from diverse cultural backgrounds necessitates attention to subordinate leadership preferences. Exploratory studies conducted within an Australian Government department examined the mix of leadership behaviours that different cultural workgroups preferred their supervisors to display. Transactional and transformational leadership approaches were explored and workgroups were classified either as Australian or Non-Australian background (NAB). Case study methodology employing semi-structured interviews, written surveys, organisational document review and on-site observations was used. Findings indicate that Australian supervisors and their subordinates were not aware of the types of, or the subordinates’ preferences for leadership behaviours displayed by the supervisors. While both cultural workgroups preferred transformational leadership behaviours, they differed in the mix and intensity of transactional and transformational leadership behaviours they would prefer their supervisors to display. The findings have significance for supervisory leadership practices and leadership training for organisations and leaders who wish to develop their culturally diverse workgroup leadership skills.