SOME EFFECTS OF CULTURAL TRAINING ON LEADERSHIP IN HETEROCULTURAL TASK GROUPS
Abstract
An exploratory study, investigating the use of cultural training programs to increase leader effectiveness in heterocultural problem solving groups was conducted. The 24 Americans were divided into two equal groups on the basis of their leader attitudes as assessed by the Least Preferred Co-worker (LPC) score. These groups were then further dichotomized for purposes of training, with 12 men receiving three hours of programmed instruction in Arab culture,while the other 12 received a culturally irrelevant program on Mid-East geography, which was similar in length and form to the culture program. A generally higher level of performance was obtained for culturally trained leaders on measures of both productivity and leader-member relations. Differences were also found between permissive,human relations-oriented leaders as opposed to directive, controlling leaders. Interaction effects between cultural training and leadership style show that leaders with differing leadership styles benefit from training in specifiable ways. Positive attitude changes occurred as a result of cultural training and face-to-face heterocultural interaction.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 1966
- Accession Number
- AD0633648
Entities
People
- Duangduen Lekhyananda
- Fred E. Fiedler
- L. M. Stolurow
- Martin M. Chemers