comparative value priorities of chinese and new zealand

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In detail, the observed relationships within the samples for Schwartz’ value dimensions are: Tolerance of Uncertainty: � For both the GZ and NZ samples, participants with higher levels of education and higher job positions were significantly more tolerant of uncertainty. Initiation of Structure: � For the NZ sample, older participants with less education indicated a significantly greater preference for Initiation of Structure. Tolerance of Freedom: � For both samples, more highly educated participants indicated higher preference for Tolerance of Freedom. Role Assumption: � In GZ, older participants had a higher preference. Production Emphasis: � In NZ, less educated participants had a lower preference for Production Emphasis; those in higher job positions had a higher preference. Superior Orientation: � In New Zealand, older participants had a greater preference for Superior Orientation. These results for covariance indicate a rejection of the hypotheses that the value structure and leader behaviour preferences for the Guangzhou and New Zealand samples are not different. There are significant differences. REGRESSION ANALYSIS OF VALUE DIMENSIONS AS PREDICTORS FOR LEADER BEHAVIOUR DIMENSIONS In Appendix 5-Regression Analysis I list the detailed results tables for the linear regression model analyses for SVS value dimensions as predictors of LBDQXII preferred leader behaviour dimensions for the Guangzhou and New Zealand samples. The results of the analyses indicate: New Zealand For the predictors and dependent variable relationships in the NZ sample: 271
Benevolence, Self-Direction, and Security � Benevolence is a significant predictor for all leader behaviour dimensions. � Self-Direction is a significant predictor for all leader behaviour dimensions. � Security is a significant predictor for all dimensions. Achievement � Achievement is a significant predictor for all dimensions except Tolerance of Freedom, Role Assumption, and Consideration. Tradition � Tradition is a significant negative Beta weight predictor for all dimensions except Tolerance of Uncertainty and Production Emphasis. Universalism � Universalism is a significant negative Beta weight predictor for Demand Reconciliation, Persuasiveness, Initiation of Structure, Tolerance of Freedom, Role Assumption, Production Emphasis, and Superior Orientation Guangzhou Sample Using linear regression as a model for estimating significant predictor values for leader behaviour dimension preferences, the Guangzhou sample, the significant value dimensions for each leader behaviour dimension are listed below. � Conformity was a universal significant predictor for all dimensions. � Achievement was a significant predictor for Representation, Demand Reconciliation, Tolerance of Uncertainty, Initiation of Structure, Role Assumption, Production Emphasis, and Integration. � Hedonism was a significant predictor for Tolerance of Uncertainty, Tolerance of Freedom, Role Assumption, Consideration, and Superior Orientation. Hedonism is an unexpected predictor and warrants further investigation, perhaps indicating that engaging in managerial leadership in business is pleasurable for those who have chosen the profession. CONCLUSIONS Analyses of the relationships between individual values as predictors of leader behaviour preferences different between samples of businesspeople from Guangzhou 272
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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
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Some are evidenced from Guadalajara
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Smith (2004) investigated these iss
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Item 57: SELF-INDULGENT (doing plea
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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 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: The intercorrelations amongst Age,
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
Page 315 and 316: negative indicator such as no, not,
Page 317 and 318: epresented different samples and di
Page 319 and 320: consistently, the only thing that y
Page 321 and 322: 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
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Ah-Chong, Lee Moya and Thomas, Davi
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