comparative value priorities of chinese and new zealand

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Figure 5.28. Comparisons for Age x Value Dimension Scores with Schwartz’ 20- Country 2005b Pearson Correlations *Correlation does not differ significantly from zero. 2005b, diff p 2005b Age NZ diff p NZ Age GZ no diff. P GZ Age 247 2005b, diff p 2005b Ed. diff p NZ Ed. Secur .26 .23‡ * .02 -.20 -.26‡ * .06 Conform .32 .31‡ * .00 -.22 -.33‡ .15† Trad .33 .19‡ * -.01 -.22 -.21‡ * .05 Benev .13 .23‡ * -.01 * -.04 * -.09 .14† Univer .15 .19‡ * -.04 .06 * -.03 .20‡ Self-Dir -.08 * .10 * .03 .19 * .11 * .12 Stim -.37 * -.06 * -.09 .16 * .05 .14† Hed -.33 * -.09 * -.09 .08 * -.13 .18‡ Ach -.26 * .05 * .02 .14 * .08 .15† Pow -.09 * .07 * -.05 * .02 * -.08 * .11 ‡. Correlation is significant at the p
Figure 5.29. Correlations <strong>of</strong> Age <strong>and</strong> LBDQXII Dimension Scores for Samples Age Age Age Age GZ GZ NZ NZ F1Rep p -0.05 F7Rol- p 0.068 F1Rep p 0.028 F7Rol- p -.14† sig 0.44 As sig 0.29 sig 0.69 As sig 0.04 F2Dem- p -0.07 F8Consid p -0.02 F2Dem- p -0.00 F8Consid p 0.02 Rec sig 0.3 sig 0.78 Rec sig 0.956 sig 0.75 F3Tol- p -.20‡ F9Prd- p .13† F3Tol- p -0.07 F9Prd- p -0.02 Un sig 0.002 Em sig 0.044 Un sig 0.314 Em sig 0.80 F4Pers p -0.08 F10Pre- p -0.05 F4Pers p -0.09 F10Pre- p -0.006 sig 0.229 Acc sig 0.425 sig 0.194 Acc sig 0.93 F5Init- p 0.033 F11Int p -0.05 F5Init- p .18‡ F11Int p 0.01 St sig 0.615 sig 0.42 St sig 0.01 sig 0.87 F6Tol- p -0.07 F12Sup- p 0.12 F6Tol- p -0.04 F12Sup- p .27‡ Free sig 0.31 or sig 0.09 Free sig 0.62 or sig
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COMPARATIVE VALUE PRIORITIES OF CHI
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TABLE OF CONTENTS TABLE OF CONTENTS
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Countries as Cultural Units .......
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New Zealand SVS Sample SEM Test Res
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Linear Regression Results for the G
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Figure 4.20. USA Item Distributions
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Figure 6.2. Comparing SSA Results F
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ACKNOWLEDGEMENTS I gratefully ackno
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ABSTRACT The purpose of this thesis
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PREFACE I have occasionally used un
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COMMENTS CONCERNING BIBLIOGRAPHY Th
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though there have been a number of
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New Zealand and China entered into
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� clean and green but complacent,
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improve success rates in doing busi
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Expanding operations to countries w
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� What are the relationships betw
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CHAPTER 2: THEORETICAL FRAMEWORKS W
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for example, Einstein’s General T
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attributes that are believed to det
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and motivation; for further definit
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Figure 2.1. Relationships of Leader
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Studies indicated that the leader b
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dimensions, developing nine cluster
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THE OHIO STATE LEADER BEHAVIOUR THE
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Figure 2.2. Correspondences amongst
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. Leadership as an effect of intera
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strong sense of “neiren” (inner
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given culture if a particular style
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� Kolb (1995) found the LBDQXII a
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initiating structure (Fleishman, 19
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laissez faire management provided r
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accounted for approximately 50 and
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valence. An adaptive feedback syste
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International Managerial Leadership
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Figure 2.5. Spencer and Peterson’
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interrelationships of dimension mea
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Direction, Universalism, Benevolenc
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Individuals promote values they con
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develop. The organisation is then m
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(5) Values are ordered by importanc
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ten basic values can be characteriz
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Figure 2.8. Chart of SSA Positionin
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the data and the impact of random s
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CHAPTER 3: LITERATURE REVIEW WITH S
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The choice of direction of the orig
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now briefly summarise some major th
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The Role of Overseas Chinese Undoub
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Regional cultural distinctions tend
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interpreted as indicators of their
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usinesspeople might be attributed t
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culture that shapes us today. Confu
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Figure 3.2. Rankings of SVS Dimensi
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Holt (1997) investigated how cultur
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Statistically there are significant
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Comparison of Student and Teacher V
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Figure 3.8. ANOVA Tests of Between-
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There are questions concerning the
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Islamic Middle East, and “Africa
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of the literature points to four br
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1. The relative importance of goals
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specific role demands of leaders, t
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in one or more areas, as well as a
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9. Imaginative - creative but think
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transformational leadership style w
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Figure 3.11.Generation Cohorts in C
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Life stage Opportunities, demands,
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Evolutionary thinking might also ex
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found that, aggregated over field a
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CULTURE AND LEADERSHIP In every cul
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societies with relatively high Powe
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studying Paternalism, as it is a ge
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CHAPTER 4: METHODS AND METHODOLOGY
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Number of Areas Sampled In this stu
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Von Krogh and Roos (1995) assert th
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eplicated to similar cases, and thi
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acceptable for study. This, of cour
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phenomenon in major theories in the
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interior of China with no access to
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different populations including Uni
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I am also interested in investigati
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Kuan Tze (pinyin: Guanzi, also “K
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Figure 4.4. Ethno-Religio-Linguisti
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Mean Dimension Scores Raw Score Mea
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An extensive meta-analysis of the s
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LBDQXII Dimension F 8: Consideratio
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Pearson correlations. Schwartz’ u
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� eliminates the necessity of cho
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Schwartz proposes value relationshi
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East Asia. China and New Zealand we
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SVS Dimension GZ: alpha for dimensi
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multiple levels of analysis so that
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individuals tend to assign shared m
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characteristic and wealth as a “n
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Multi-Organisational Levels of Anal
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LBDQXII Varimax Factors in the USA
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Individual and culture-level analys
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and by adding a descriptive phrase
Page 197 and 198: Human Resources Department for hote
Page 199 and 200: statistically independent of one an
Page 201 and 202: MRAT converts absolute value scores
Page 203 and 204: � use short, simple phrases; �
Page 205 and 206: of Mexico, it means wrist. This pat
Page 207 and 208: � Linear regression will be emplo
Page 209 and 210: Lee and Soutar (2009) discuss scali
Page 211 and 212: Figure 4.14. SVS and LBDQXII Respon
Page 213 and 214: Some are evidenced from Guadalajara
Page 215 and 216: Smith (2004) investigated these iss
Page 217 and 218: Item 57: SELF-INDULGENT (doing plea
Page 219 and 220: CHAPTER 5: RESULTS OF ANALYSIS OF D
Page 221 and 222: does not require bootstrapping to e
Page 223 and 224: Figure 5.4. SVS RMSEA for the NZ SV
Page 225 and 226: Smallest Space Analysis for the Gua
Page 227 and 228: The following items conform to defi
Page 229 and 230: Figure 5.11. Two-Dimensional Smalle
Page 231 and 232: Figure 5.13. Two-Dimensional Smalle
Page 233 and 234: elationships at the Passive/Empower
Page 235 and 236: Analysing SSA item-dimension struct
Page 237 and 238: Figure 5.17. Chart of SVS Dimension
Page 239 and 240: Raw Scores 1995 Mgr Figure 5.20. Hi
Page 241 and 242: Lee & Soutar Random 2009 Figure 5.2
Page 243 and 244: Figure 5.24. Raw Score Rankings of
Page 245 and 246: variables. Age will be included as
Page 247: Figure 5.27. Pearson Inter-Correlat
Page 251 and 252: Figure 5.32. Education x Country Cr
Page 253 and 254: In some cases relating to relative
Page 255 and 256: Figure 5.36 SVS57 and LBDQXII Diffe
Page 257 and 258: In Figure 5.36 we see the analysis
Page 259 and 260: In the chart and table in Figures 5
Page 261 and 262: Structure of Charismatic Leadership
Page 263 and 264: for any dimension. For two borderli
Page 265 and 266: Figure 5.43 ANOVA and Chart of Gend
Page 267 and 268: Analysis of Covariance for SVS Dime
Page 269 and 270: Figure 5.47. Intercorrelations of P
Page 271 and 272: The intercorrelations amongst Age,
Page 273 and 274: Benevolence, Self-Direction, and Se
Page 275 and 276: CHAPTER 6: IMPLICATIONS OF RESULTS,
Page 277 and 278: owned by the co-operative, had rigo
Page 279 and 280: Figure 6.1. Components of Leader Be
Page 281 and 282: SVS samples to other demographics,
Page 283 and 284: Figure 6.3. SVS Individual Values D
Page 285 and 286: kind of person. Accurately translat
Page 287 and 288: � In NZ, high Tradition values re
Page 289 and 290: as strong business partners because
Page 291 and 292: ANOVA Tests Dimension Means 0.6 0.4
Page 293 and 294: These results indicate considerable
Page 295 and 296: aspirations. The shared and opposin
Page 297 and 298: Chinese businesspeople in Guangzhou
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Perceptions of the Dark Side of Lea
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Ehrlich et al. (1990) conclude, “
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LBDQXII correlations with Charisma/
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dimensions suggested by Ehrlich et
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male dominated organizations might
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to identify external locus of contr
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or plan, use serendipity (Crick and
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the regional context of Guangdong P
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negative indicator such as no, not,
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epresented different samples and di
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consistently, the only thing that y
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The Managerial Leader Actor Figure
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APPENDIX 4 -SURVEYS This appendix c
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SE15 Reciprocation of favours RECIP
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Achievement Hedonism Stimulation Se
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PR43. Is very skilful in an argumen
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The survey as presented to particip
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No. ________________________ IDEAL
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The “ideal managerial leader” A
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34 AMBITIOUS (hard-working, aspirin
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DATA CLEANING FOR THE SCHWARTZ VALE
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GZ: F3ToleranceofUncertainty Model
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GZ: F7RoleAssumption Model Unstanda
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GZ: F11Integration Model Unstandard
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NZ: F3ToleranceofUncertainty Model
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NZ: F7RoleAssumption Model Unstanda
Page 351 and 352:
NZ: F11Integration Model Unstandard
Page 353 and 354:
Ah-Chong, Lee Moya and Thomas, Davi
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Arnold, K. A.; Barling, J. Kelloway
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Ayman, R. (1993). Leadership Percep
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Bass, B.M. and Avolio, B.J. (1990a)
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Best, Deborah L. and Everett Brady
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Bolman, L. G. and Deal, T. E. (1997
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Britt, T. W. Bliese, P. D. (2003).
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Campbell, L.T.; Simpson, J. A.; Ste
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Child, J. D. and Keiser, D. J. (197
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Cook T. and Campbell D. (1979). Qua
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De Mooij, Marieke and Hofstede, Gee
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Dodgson, P. G. and Wood, J. V. (199
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Dvir, T.; Eden, D. and Banjo, M. L.
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Festinger, Leon. (1957). A Theory o
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Foust, Dean; Rocks, David and Kripa
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Hofstede, Geert. (1991). Cultures a
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Hollenbeck, G. P. and McCall, M. W.
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House, R.J.; Javidan, Mansour and D
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Hunt, J.G.; Boal, K.B. and Sorenson
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Jermier, J.M.; Slocum, J.W.; Fry, L
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Kalleberg, A.L. (1977) Work Values
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Kim, U.; Triandis, H.C.; Kagitcibas
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Krosnick, Jon A. (1999). Survey Res
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Leung, C.; Moore, S. (2003). Indivi
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McCormick, C.C. and Kavanagh, J. A.
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MFAT, New Zealand Ministry of Forei
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