Delegating effectively across cultures

Sylvie Chevrier () and Michaël Viegas-Pires
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Sylvie Chevrier: IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12
Michaël Viegas-Pires: LAREQUOI - Laboratoire de recherche en Management - UVSQ - Université de Versailles Saint-Quentin-en-Yvelines

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Abstract: This article builds on the contingency approach of global leadership to examine empowerment in a cross-cultural context. Drawing upon an ethnographic research in a French NGO settled in Madagascar, it demonstrates that effective empowerment is not so much a matter of degree -more or less delegation- than a matter of manner. Understanding the cultural representations of role and structure formalization, skill development, collective work and decision-making appeared to be crucial to effective delegation in Madagascar. This suggests that managers should adapt the way they empower their teams to the conditions and forms of delegation prevailing in local cultures.

Keywords: cross-cultural leadership; empowerment; delegation; Madagascar; NGO; leadership interculturel; ONG (search for similar items in EconPapers)
Date: 2013-07
Note: View the original document on HAL open archive server: https://hal.science/hal-00724034v1
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Citations: View citations in EconPapers (2)

Published in Journal of World Business, 2013, 48 (1), pp.431-439. ⟨10.1016/j.jwb.2012.07.026⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00724034

DOI: 10.1016/j.jwb.2012.07.026

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