Leadership perceptions in cross-cultural context: Pakeha and Pacific islanders in New zealand

This study examined followers' perceptions of the leadership style of leaders who were culturally similar or different to themselves. Participants were members of two ethnic groups who were employed in one of four New Zealand organizations. Findings indicated that leader and follower ethnicity interact to affect follower satisfaction. Additionally, leadership prototypes held by members of the two ethnic groups appeared to have culturally-based differences. The study highlights the complexity of cross-cultural leadership situations and the need to consider the effects of both leader and follower ethnicity on leader- follower relationships