Tailoring Leadership Theory to Indonesian Culture

Dodi Wirawan Irawanto, Phillip L. Ramsey and James C. Ryan
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Dodi Wirawan Irawanto: Faculty of Economics, Brawijaya University, Indonesia. E-mail: dodiwirawan@hotmail.com
Phillip L. Ramsey: College of Business, Massey University, New Zealand. E-mail: p.l.ramsey@massey.ac.nz
James C. Ryan: Marketing and Public Administration, College of Business Administration, University of Sharjah, United Arab Emirates. E-mail: jcryanphd@gmail.com

Global Business Review, 2011, vol. 12, issue 3, 355-366

Abstract: Leadership in Indonesia is facing a dilemma. Taking into consideration the pressure exerted due to the country’s instability over the past 10 years, there is an appearance that there is a lack of leadership capabilities in this multicultural country. In order to tailor effective leadership theory into the Indonesian environment, this article discusses the importance of valuing leadership from cross-cultural perspectives by beginning with the transformational leadership. The similarities in the values in Asian countries can help in the generalization of the implementation of leadership theory. Such as that in Taiwan which provided strong evidence for the practice of paternalistic leadership. However, there is no empirical evidence on the leadership style preferred by Indonesians. To address these theoretical weaknesses, this study presents a comparison of several characteristics of paternalistic leadership in Taiwan and Indonesia as a prerequisite for facilitating paternalistic leadership effectiveness.

Keywords: Indonesian leadership; paternalistic leadership; culture; authoritarianism; moral; benevolent (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:sae:globus:v:12:y:2011:i:3:p:355-366

DOI: 10.1177/097215091101200301

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