Understanding embedded intergroup relations: a comment on Yammarino and Jung

Article Abstract:

This comment critically examines Yammarino and Jung's article entitled "Asian Americans and Leadership: A Levels of Analysis Perspective" from the perspective of embedded intergroup relations theory. These authors address the absence of empirical research on the relationship between leadership and level of analysis and draw on empirical findings about individualism and collectivism to support arguments for leadership by dyads or whole groups, depending on the racial and ethnic makeup of work groups. Their strategy reflects an antitheoretical basis common among industrial and organizational psychologists, shows a lack of historical knowledge of group-level thinking about groups and organizations, demonstrates an exclusively internal focus for task group leadership, provides primarily and external emphasis for racial and ethnic group roles, and omits theoretical consideration of how work groups are embedded in organizations and organizations are embedded in regional cultures. Overall, the conceptual flaws present in the article are substantial and suggest that embedded intergroup relations theory is a preferred alternative to their point of view. (Reprinted by permission of the publisher.)

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Asian Americans and leadership: a levels of analysis perspective

Article Abstract:

A levels of analysis perspective involving four views of leadership in groups is presented. Using this framework, relevant literature on Asian Americans vis-a-vis Caucasian Americans and leadership is integrated. In work organizations, Asian American leaders and followers are hypothesized to link in terms of a person-group (i.e., leader-followers) model - based on between-groups differences or a whole group level of analysis. In contrast, Caucasian American leaders and followers are posited to link in terms of a balanced dyadic model (i.e., based on between-dyads differences or a whole-dyads level of analysis). For culturally heterogeneous groups, depending on the specific composition of Asian American and Caucasian American leaders and followers, different models are hypothesized. The potential moderating effects of acculturation processes, company home base, and geographic location are considered. Implications for future leadership research and practice involving Asian Americans are discussed. (Reprinted by permission of the publisher.)

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Asian Americans, leadership, and levels of analysis: building theory and methods from "Clay." (response to article by Clayton P. Alderfer in this issue, p. 68)

Article Abstract:

In this response and reply to the commentary of Clayton P. Alderfer, the authors clarify issues of apparent misunderstanding and highlight points of disagreement. They address the scope, starting point, levels of analysis issues, and theory-data interplay in their work and Alderfer's commentary to advance theory building and testing propositions about Asian Americans and leadership. (Reprinted by permission of the publisher.)

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