Home Business & Finance Distance Leadership in International Corporations: Why Organizations Struggle when Distances Grow
Correlations of self-leadership
Global self-leadership showed a significant correlation with one of the control variables, namely functional area (r = .31, p < .001). This positive interrelation expresses that self-leadership is more evolved in indirect/administrative areas. This finding can be interpreted as indirect/administrative areas provide more freedom to execute self-leadership as their tasks tend to be more strategic compared to those in direct productive areas. Targets are usually set long-term and autonomy is provided to complete work according to the nature of the task. Functional areas closer to the supply chain tend to have operational goals that conclude a clear target, e.g., to manufacture a lot of one million pieces by the end of a day, or close two contracts by the end of a month.
When interrelations between self-leadership and communication media were assessed, it was discovered that self-leadership was negatively related to the frequency of leader-follower face-to-face interactions (r = -.14, p < .05). This finding indicates that followers practicing self-leadership are opposed to direct control and frequent personal interaction. Yun, Cox and Sims (2006b) support this assumption as followers exhibiting self-leadership are described by their strong need for autonomy.
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