comparative value priorities of chinese and new zealand

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Dimension Means Figure 5.42 Guangzhou SVS Centred Scores for Males and Females Guangzhou SVS Centred Scores Guangzhou SVS Centred Scores Ranked by Female Means 0.5 0.3 0.1 -0.1 -0.3 -0.5 Conformity Tradition Benevolence Universalsm Self Direction Stimulation Hedonism Achievement Power SVS Individual Value Dimensions Security Male Female New Zealand Gender Sub-Samples LBDQXII Dimensions Dimension Means 263 0.5 0.3 0.1 -0.1 -0.3 -0.5 Conformity Power Tradition Self Direction Stimulation Achievement Benevolence Universalsm Security SVS Individual Value Dimensions Significant gender differences for centred means for the New Zealand samples for the LBDQXII dimensions are displayed in Figure 5.43. A significant difference is observed for F2 Demand Reconciliation, “reflects how well the leader reconciles conflicting demands and reduces disorder to system”, with both samples indicating this dimension to be relatively of very low importance, and women indicating less importance than men Hedonism Male Female
Figure 5.43 ANOVA and Chart of Gender Differences for LBDQXII for NZ Sample Dimension Mean SD Mean SD F Sig. Partial Males Females Eta Squared F11Integration 0.41 0.33 0.40 0.33 0.123 0.726 0.001 F5InitiationofStructure 0.19 0.23 0.17 0.34 0.117 0.732 0.001 F4Persuasiveness 0.17 0.27 0.19 0.29 0.432 0.512 0.002 F7RoleAssumption 0.16 0.40 0.21 0.38 0.694 0.406 0.003 F10PredictiveAccuracy 0.04 0.28 0.03 0.35 0.109 0.741 0.001 F1Representation 0.02 0.37 -0.05 0.36 1.315 0.253 0.006 F12SuperiorOrientation 0.02 0.29 0.01 0.25 0.111 0.739 0.001 F6ToleranceofFreedom -0.01 0.34 -0.00 0.37 0.014 0.906 0.000 F8Consideration -0.05 0.25 -0.04 0.23 0.04 0.842 0.000 F3ToleranceofUncertainty -0.29 0.42 -0.23 0.37 0.798 0.373 0.004 F9ProductionEmphasis -0.52 0.34 -0.62 0.37 3.336 0.069 0.015 F2DemandReconciliation -0.57 0.31 -0.47 0.31 4.25 0.04 0.019 Chart of Centred Means Ranked by Male Subsample Means Analysis of Variance of Means for Guangzhou Gender Sub-Sample LBDQXII Dimensions Comparing the Guangzhou Male and Female subsamples for the raw score means for the LBDQXII dimensions, significant differences are seen in Figures 5.44 and 5.45 for 2 of the 12 dimensions; females indicated a significantly lower average preference (p
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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
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Human Resources Department for hote
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statistically independent of one an
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MRAT converts absolute value scores
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� use short, simple phrases; �
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of Mexico, it means wrist. This pat
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� Linear regression will be emplo
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Lee and Soutar (2009) discuss scali
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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 and 248: Figure 5.27. Pearson Inter-Correlat
Page 249 and 250: Figure 5.29. Correlations of Age an
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: for any dimension. For two borderli
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
Page 299 and 300: Perceptions of the Dark Side of Lea
Page 301 and 302: Ehrlich et al. (1990) conclude, “
Page 303 and 304: LBDQXII correlations with Charisma/
Page 305 and 306: dimensions suggested by Ehrlich et
Page 307 and 308: male dominated organizations might
Page 309 and 310: to identify external locus of contr
Page 311 and 312: or plan, use serendipity (Crick and
Page 313 and 314: 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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