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dc.contributor.advisorFeldman, Jack
dc.contributor.authorYoon, Jeeyun
dc.date.accessioned2014-05-22T15:26:38Z
dc.date.available2014-05-22T15:26:38Z
dc.date.created2014-05
dc.date.issued2014-03-24
dc.date.submittedMay 2014
dc.identifier.urihttp://hdl.handle.net/1853/51834
dc.description.abstractDespite the recognized importance of leadership perception and individual differences in various cultures, our understanding of each of these variables is limited. The influence of fundamental cognitive styles (context dependent vs. independent) in different cultures and individual differences within culture has rarely been discussed. Current leadership perception research typically depends on surveys which cannot capture spontaneous responses that reflect both automatic and controlled processes. To better understand cross-cultural leadership perception, this study recruited two cultural groups (e.g., Americans and East Asians) and employed both qualitative (e.g., picture recognition tasks) and quantitative (Conditional Reasoning Tests) methods to examine the effect of culture and individual differences (power motive) on leadership perception. Findings and implications for future research are discussed.
dc.format.mimetypeapplication/pdf
dc.language.isoen_US
dc.publisherGeorgia Institute of Technology
dc.subjectLeadership
dc.subjectCulture
dc.subjectPower motive
dc.subject.lcshLeadership
dc.subject.lcshEthnopsychology
dc.subject.lcshCross-cultural studies
dc.titleThe influence of cultural orientation and power motive on leadership perception
dc.typeDissertation
dc.description.degreePh.D.
dc.contributor.departmentPsychology
thesis.degree.levelDoctoral
dc.contributor.committeeMemberJames, Lawrence
dc.contributor.committeeMemberCatrambone, Richard
dc.contributor.committeeMemberMeyer, Rustin
dc.contributor.committeeMemberJackson, Duncan
dc.date.updated2014-05-22T15:26:38Z


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