|M.Sc Student||Hasan Keren|
|Subject||The Congruence between Managers and Followers|
Evaluations as a Function of Power Distance
|Department||Department of Industrial Engineering and Management||Supervisor||Professor Emeritus Miriam Erez|
|Full Thesis text|
Self-awareness, the degree to which individuals understand their strengths and weaknesses, is associated with positive performance outcomes. Researchers have operationalized self-awareness in terms of congruence of managers' self perceptions and others' (subordinates') perceptions, so that the more congruent these are, the higher is the leader's self-awareness. Most studies on leader self- awareness were conducted in the U.S. The purpose of this study was to examine the influence of culture on managers' self-awareness as measured by the congruence between the manager and his/her subordinates in the perceived managerial roles. Specifically, we focused on Power Distance (PD) as the most relevant cultural value for understanding manager-subordinate congruence in perceptions. It was hypothesized that in low PD cultures managers' self-ratings and subordinates' ratings would prove to be more highly related than in high PD cultures.
Previous research identified four managerial roles in multinational corporations (MNC). Two of these were people and task oriented leadership, associated with immediate interpersonal exchange. These roles reflect cultural differences, and thus the researchers hypothesized that the influence of PD on the congruence in perceptions of these two roles will be more strongly influenced by culture than mission oriented managerial roles that do not reflect interpersonal exchange, such as strategic planning and coping with innovation and change. These managerial roles in the MNC were more homogenously perceived across subsidiaries in different cultures.
Using survey data of 1322 employees from a Fortune-50 high-tech MNC, the present study examined the congruence between self-ratings of 358 mid-level managers from 16 countries and ratings of their 964 subordinates. Managers and followers in different cultures were assigned the GLOBE PD score associated with their specific culture. Results indicated that leader self-ratings and subordinate ratings of the two managerial roles of interpersonal exchange were more congruent in low versus high PD cultures. This was not the case for self-other congruence regarding the two global managerial roles of the MNC.