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Self-Leadership and Action-State Orientation The Role of Vertical and Horizontal Individualism

Journal of Leadership and Management

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Field Value
 
Title Self-Leadership and Action-State Orientation The Role of Vertical and Horizontal Individualism
 
Creator Kazan, Ana L.; Ana L. Kazan
Instituto Brasileiro de Geografia e Estatistica, São Paulo, Brazil
Knotts, Kevin; Kevin Knotts
Lewis College of Business, Marshall University, USA
Houghton, Jeffery D.; Jeffery D. Houghton
College of Business and Economics, West Virginia University, USA
Neck, Christopher P.; Christopher P. Neck, Ph.D.
Associate Professor
W. P. Carey School of Business
Arizona State University, Tempe, AZ 85287, USA e-mail: christopher.neck@asu.edu
 
Description Two studies were conducted to examine the relationship between self-leadership and action-state orientations. Study 1 applied confirmatory factor analyses to data from a U.S. sample to examine the discriminant validity between the two constructs. Results indicate that self-leader- ship and action-state orientation are indeed two separate constructs. Study 2 advanced and tested hypotheses examining the roles of horizon- tal and vertical individualism in moderating the relationship between self-leadership and action-state orientation. Analyses of data from 154 Brazilian subjects provide support for the hypothesized relationship between self-leadership and action-state orientation. Furthermore, the results provide support for the role of horizontal individualism as a moderator of the self-leadership to action-state orientation relationship. The implications of the findings of this study are discussed along with directions for future research.Keywords: self-leadership, action-state orientation, vertical individualism, horizontal individualism
 
Publisher Journal of Leadership and Management
 
Contributor —
 
Date 2018-06-29
 
Type info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
Peer-reviewed Article
 
Format application/pdf
 
Identifier http://leadership.net.pl/index.php/JLM/article/view/128
 
Source Journal of Leadership and Management; Vol 2, No 12 (2018): Journal of Leadership and Management
2391-6087
 
Language eng
 
Relation http://leadership.net.pl/index.php/JLM/article/view/128/89
 
Rights Copyright (c) 2018 Author & JLM
http://creativecommons.org/licenses/by-nc-sa/4.0