Correlates of internal and external leadership of top management teams: an international comparative study

Abstract

Presents a study of correlates of divergent vision within, and sensitivity to internal issues by, top management teams across an eight‐country sample of 2,514 top managers. The outcome reveals their importance as well as remarkable similarities. Findings relate, among others, to organizational issues ignored, business consequences, and satisfaction. These highlight the “culture‐free” importance of both the internal and external roles of top management.

Citation

Kakabadse, A., Timothy McMaho, J. and Myers, A. (1995), "Correlates of internal and external leadership of top management teams: an international comparative study", Leadership & Organization Development Journal, Vol. 16 No. 7, pp. 10-17. https://doi.org/10.1108/01437739510100900