comparative value priorities of chinese and new zealand

ABSTRACT
The purpose of this thesis project is to carry out research, analysis and interpretation of
the nature and effects of cultural influences on individual values and perceptions of
preferred explicit managerial leader behaviour of businesspeople in New Zealand and
Guangzhou City, China. In the course of the investigation theories of cultural value
dimensions and leader behaviour theories are reviewed. Shalom Schwartz’ theory of
individual values within national cultures and the Ohio State explicit leader behaviour
theories are employed as the tools for the study. Investigations of the validity of the
theories are carried out and reported, along with analyses and interpretations of the two
field research survey instruments operationalising the theories, the Schwartz Values
Survey (SVS) and the Leader Behaviour Description Questionnaire XII (LBDQXII).
Results of the study indicate that neither of the theories or the survey instruments
produces value and leader behaviour dimension structures that are invariant between the
two samples of businesspeople. The invariance is not debilitating, and the theories and
survey instruments produce useful comparisons of adequate validity and reliability to
provide useful descriptions of differences in preferred leader behaviours between New
Zealand and Guangzhou businesspeople. Based upon interpretation of these differences,
suggestions are made concerning managerial leader behaviour suitable in managing and
leading subordinates from each society. An adjunct to the study is investigation and
validation of deficiencies in effectiveness of business leader behaviour in New Zealand
identified by survey research studies interviewing samples of managers in countries
important to New Zealand’s international businesspeople; some consistent attitudinal
and behavioural problems are identified related to values and national character.
The project is not directed at assessing organisational behaviour. It is directed toward
identifying relationships amongst preferred leader behaviour priorities and individual
value priorities in culture areas represented by two samples of businesspeople. When
businesspeople from the two culture areas engage with one another in leadership,
management, and commercial processes and transactions, differences in opinions
attitudes, beliefs, and behaviour will be encountered that are attributable to individual
values and preferred leader behaviour dimensions. Differences in preferred leader
behaviour are identified and these differences are related to individual value priorities
between the two samples. These differences are framed in the context of a theory of
individual values and a theory of preferred leader behaviour. From the outcomes
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