28th International Congress of Psychology August 8 ... - U-netSURF

2023.5 Coming of age: The maturation of acculturation theory and research, C. Ward, Victoria
University of Wellington, Wellington, New Zealand
Theory and research on acculturation have matured. Over the last decade. Theoretical approaches
(stress and coping, culture learning, and social identification) arising from mainstream psychology
have been synthesized, refined and systematically applied to the study of acculturation. More
sophisticated theorizing has been matched by increased attention to measurement with particular
consideration given to measures of identity, acculturation, and social support. Most significantly,
contemporary research highlights the importance of the socio-political and cultural context of
intercultural contact. The International Comparative Study of Ethno-cultural Youth is described as
an excellent example of current research that reflects the maturation of our field.
2024 INVITED SYMPOSIUM
Leadership and change: Cross cultural perspectives
Convener and Chair: B. Kabanoff, Australia
2024.1 Physiopsychological niches of delegative leadership: A 76-nation study, E. Van de
Vliert, University of Groningen, Groningen, The Netherlands
How, where, and why do leaders follow the people they lead? An analysis of survey responses
from 12,557 managers shows that their delegative reliance on subordinates depends on the level of
wealth and development, and the harshness of cold or hot climates. Leaders in more developed
countries, especially in countries with more demanding climates, delegate more authority to
subordinates. Additionally, in line with modernization theory, the more strongly positive link
between national development and delegative leadership in more demanding climates tends to be
J-curved. This interaction of wealth-based resources and climatic demands generates an ecological
leadership theory, which will be summarized.
2024.2 The Leader-Member Exchange (LMX) Model in China: A comparison between public
and private ownership sectors, X. Wang 1, 2 , B. Kabanoff 2 , 1 Peking University, Beijing, China;
2
Queensland University of Technology, Brisbane, Australia
LMX model has been widely tested. However, little has been done in China. It has been suggested
that using this model may help to understand the supervisor-subordinate relationships in private
sector in China. The present study examines some of the implications of this proposed difference
in supervisor-subordinate relationships between state owned enterprises and private ones. It is
different from previous studies in that the current research focuses on the comparison between
different sectors (i.e., private vs. public) in the supervisor-subordinate relationships in the same
cultural setting (i.e., China), whereas, most previous studies compared supervisor-subordinate
relationships in different cultures.
2024.3 Change in the UK public sector: Understanding negative response behaviour and its
implications for leadership, S. Cartwright, G. Kenealy, the University of Manchester Institute of
Science and Technology, Manchester, UK
It has been suggested that working in a climate of continuous change has a negative impact on
employee emotions and behaviours and results in "change fatigue". This research study explores
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