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accounted for approximately 50 and 34 per cent respectively of the common variance in
the factor analysis. Other investigators have noted the relevance of these two aspects of
leadership with personality. Freud (1948) discussed the importance of consideration and
libidinal ties in the relationship between the leader and the group. Homans’ (1948, Ch.
16) concept of the leader “originating interaction” is essentially Initiating-Structure-in-
Interaction. These two dimensions of leader behaviour are analogous to constructs that
were developed in the field of personality theory, related to Rank’s (1950) principles of
love and force and to Bronfenbrenner’s (1951) dimensions of support and structure.
Relationships of leader behaviour and personality are outside the scope of this study;
however, evidence exists that such an investigation using the LBDQXII and an
appropriate personality survey might prove interesting and useful.
MODELS OF INTERNATIONAL LEADER BEHAVIOUR
I will now discuss some models and schematic representations of leadership and culture.
There are many and most have some merit for depicting and explaining antecedents and
consequences of leader behaviour. I will start with the model developed by the GLOBE
project (House et al., 2004, diagram provided by Mansour Javidan, personal
communication, 2006). It is diagrammed in Figure 2.4.
Figure 2.4. GLOBE Theoretical Model of Leadership and Culture
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