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Does media content analysis create knowledge?

John P. Girard, Ph.D. Minot State University

GLOBE

ò  GLOBE: Global Leadership and Organizational Behavior Effectiveness

ò  Project extends and integrates previous analyses of cultural attributes and variables

ò  Evaluates nine different cultural attributes using middle managers from 951 organizations in 62 countries

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GLOBE

ò  Multi-cultural team of 170 scholars from around the world worked together to survey 17,000 managers in 3 industries: financial services, food processing, and telecommunications

ò  Covered every major geographic region of the world

www.grovewell.com/GLOBE.

GLOBE Leadership Dimensions

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0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

Singapore

China

Japan

USA

UK

Autonomous Humane-Oriented Participative

Self-Protective Team-Oriented Charismatic/Value-based

GLOBE Phase 2 Aggregated Societal Level Data for Leadership Scales: May 17, 2004

http://business.nmsu.edu/programs-centers/globe/instruments/

The autonomous style is characterized by an independent, individualistic, and self-centric approach to leadership.

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

Singapore

China

Japan

USA

UK

Autonomous

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The humane style stresses compassion and generosity; and it is patient, supportive, and concerned with the well-being of others.

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

Singapore

China

Japan

USA

UK

Humane Oriented

The participative style encourages input from others in decision-making and implementation; and emphasizes delegation and equality.

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

Singapore

China

Japan

USA

UK

Participative

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The self-protective (and group-protective) style emphasizes procedural, status-conscious, and 'face-saving' behaviors; and focuses on the safety and security of the individual and the group

0.00 0.50

1.00 1.50

2.00 2.50

3.00 3.50

4.00

Singapore

China

Japan

USA

UK

Self-Protective

The team-oriented style instills pride, loyalty, and collaboration among organizational members; and highly values team cohesiveness and a common purpose or goals.

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

Singapore

China

Japan

USA

UK

Team-oriented

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The charismatic/value-based stresses high standards, decisiveness, and innovation; seeks to inspire people around a vision; creates a passion among them to perform; and does so by firmly holding on to core values.

0.00 1.00

2.00 3.00

4.00 5.00

6.00 7.00

Singapore

China

Japan

USA

UK

Charismatic / Value-based

Semester at Sea – Spring 2013 627 Students

75 Faculty & Staff 50 Family Members

50 Life Long Leaners

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Semester at Sea – Spring 2013 106 Days 16 Cities

12 Countries

Global Comparative Leadership

Is there a difference between the leadership styles of leaders in one country compared to

another?

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Media Content Analysis

Code Scheme

Sampling

Coder Training

Code

Analyse

Common tool in social sciences

Physical Newspapers

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Virtual Newspapers

Newspapers

Daily Yomiuri

China Daily

Straits Times

The Times

USA Today

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Analyzed 215 Examples

USA   China   Japan   Singapore   UK  Charisma>c   16   3   10   4   7  Team-­‐oriented   11   9   16   8   8  Par>cipa>ve   9   3   6   2   3  Humane   8   1   20   5   3  Autonomous   8   3   5   2   7  Self-­‐protec>ve   14   3   9   4   8  

Visual Check

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Charismatic Team-oriented Participative Humane Autonomous Self-protective

USA China Japan Singapore UK

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Comparing Multiple Independent Samples Sample size Sum of Ranks

USA 6 142.5 China 6 50. Japan 6 133. Singapore 6 57.5 UK 6 82. Kruskal-Wallis ANOVA H 15.65699 N 30 Degrees Of Freedom 4 p-level 0.00352 H (corrected) 15.88313

Median Test Overall Median 7. Chi-square 12.66667 p-level 0.01302

Summary

ò Is there a difference between the leadership styles of leaders in one country compared to another?

ò Future:

ò Post hoc analysis

ò Compare to previous GLOBE

ò Compare to computer coding

Perhaps

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Limitations

ò Snapshot in time

ò Limited time to collect data

ò Intra-coder Reliability

Does media content analysis create knowledge?

Huge potential as a tool … if used wisely.

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References

ò  Chhokar, J.S., Brodbeck, F.C., and House, R.J. (Eds.). (2007). Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies, Psychology Press.

ò  Franzosi, R. (2010). Quantitative narrative analysis. Thousand Oaks, Calif: SAGE.  ò  Gannon, M. J., & Pillai, R. (2010). Understanding global cultures: Metaphorical journeys

through 29 nations, clusters of nations, continents, and diversity. Thousand Oaks, Calif: SAGE.  ò  Girard, J., Brizzi, G., Drake, D., Graham, M., Kosmider, C., & Lloyd, R (2014). Does Leadership

Style Differ by Country? A Media Context Analysis, Academy of Business Research Journal, Vol II, p.13-19.

ò  Holstein, J. A., & Gubrium, J. F. (2012). Varieties of narrative analysis. Los Angeles: Sage.  ò  House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., and Gupta V. (Eds.) (2004). Culture,

Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage: Thousand Oaks, CA. ò  Krippendorff, K. (2004). Content analysis: An introduction to its methodology. Thousand Oaks,

Calif: Sage.  ò  Krippendorff, K., & Bock, M. A. (2009). The content analysis reader. Thousand Oaks, Calif:

Sage Publications.    ò  Neuendorf, K. A. (2002). The content analysis guidebook. Thousand Oaks, Calif: Sage

Publications.  ò  Weber, R. P. (1990). Basic content analysis. Newbury Park, Calif: Sage Publications.