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.
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