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首页> 外文期刊>The Leadership & Organization Development Journal >Climbing the Himalayas A cross-cultural analysis of female leadership and glass ceiling effects in non-profit organizations
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Climbing the Himalayas A cross-cultural analysis of female leadership and glass ceiling effects in non-profit organizations

机译：攀登喜马拉雅山对非营利组织中女性领导和玻璃天花板效应的跨文化分析

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Purpose - The present study aims at contributing to the knowledge of organizational communication and cross-cultural leadership by examining the relationship between cultural values and expected female leadership styles in non-profit organizations in Taiwan and the US. Design/methodology/approach - In total, 307 Rotarians in Taiwan and the US completed a survey meant to reveal their cultural values and expected female leadership styles. In addition, the method of semi-structured interviews was used to raise the participants' consciousness of and critical reflections upon social practices regarding female leadership. Findings - The research results are threefold. First, among the three major leadership styles, Rotarians in both countries expect female leaders to display transformational leadership. Second, laissez-faire leadership style can be better explained by the variables of cultural values and country than transformational and transactional leadership styles. Finally, to successfully confront gender discrimination, female leaders need to oftentimes behave much more progressively and actively and sometimes make necessary compromises of their female qualities to overcome the barriers just like climbing over the Himalayas. Practical implications - The research findings imply that national culture is not the only factor to account for the expected female leadership styles. Future studies of leadership concepts and styles should include more variables such as organizational culture, political system, language, and feminine or masculine characteristics. Based on the results, the so-called "glass-ceiling effects" have been broken bit by bit; yet, female leaders still need to "climb over the Himalayas" and pass through a tortuous, demanding, and exhausting path in order to move upward. Originality/value - As the first study of its kind, this study has filled the gap by expanding leadership studies to cross-cultural contexts, thus contributing to the body of human knowledge of cross-cultural leadership in non-profit organizations of Rotary Clubs.
机译：目的-本研究旨在通过研究台湾和美国非营利组织中的文化价值观与预期的女性领导风格之间的关系，来促进组织沟通和跨文化领导的知识。设计/方法/方法-台湾和美国共有307名扶轮社员完成了一项调查，旨在揭示他们的文化价值和预期的女性领导风格。此外，还采用半结构化访谈的方法来提高参与者对女性领导力社会实践的意识和批判性思考。调查结果-研究结果是三方面的。首先，在三种主要的领导风格中，两国的扶轮社派人士都希望女性领导人表现出变革型领导。第二，自由放任型领导风格比起变革型和交易型领导风格更能用文化价值观和国家的变量来解释。最后，为了成功地克服性别歧视，女性领导人通常需要表现得更加积极主动，并且有时要做出必要的妥协，以克服她们的女性素质，以克服障碍，就像爬上喜马拉雅山一样。实际意义-研究结果表明，民族文化不是解释预期女性领导风格的唯一因素。未来对领导力概念和风格的研究应包括更多变量，例如组织文化，政治制度，语言以及女性或男性特征。根据结果​​，所谓的“玻璃天花板效应”已被一点点打破。然而，女性领导人仍然需要“爬上喜马拉雅山脉”，并通过曲折，艰苦而费力的道路才能向上移动。原创性/价值-这项研究是同类研究中的第一项，它通过将领导力研究扩展到跨文化背景来填补了空白，从而为扶轮社非营利组织的跨文化领导力的人类知识体系做出了贡献。

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