Transformational Leadership of Expatriates and Home Country National Managers: A comparison in the context of Bhutan.

摘要: As globalization (Budhwar, Woldu & Ogbonna, 2008; Deller, 2006) continues to dissolve market boundaries across the world, highly competitive international environment makes demands of employees: working outside their country origin and, most importantly, with employees other countries. A successful performance by these as managers is important for an organization succeed. This requires a manager provide leadership (Bhaskar-Shrinivas, Harrison, Shaffer, Luk, 2005) and literature has it that transformational behaviors‟ are valued behaviors (Bass Riggio, positively related organizational performance. Given importance managers, either local or expatriate, any (Harvey Moeller, 2009), this study explores based on full range model 2006). Fourteen (7 expatriate 7 managers) hospitality sector in Bhutan were interviewed, using questionnaire open questions leadership. Their subordinates also asked rate behaviors. The triangulation findings from showed (expatriates locals) displayed well transactional behaviors, but differed how they applied them respect dimensions model. It supports augments positive effects rewarding mode (Bass, 1985; Boehnke et al, 2003). Experience culture, home host culture found be influential were. Moreover, individualized consideration widely commonly used managers. adapt response situational context (Osborn Marion, 2009; Purvanova Bono, 2009) approach should vary circumstances problems faced leader (Currie Lockett, 2007). Some theoretical practical implications results discussed.