comparative value priorities of chinese and new zealand

New Zealand sample. Cross-cultural managerial leaders from both regions will
need to attend to and manage different leader behaviour expectations across age
cohorts.
� The New Zealand managerial leader will need to attend to being seen by
subordinates as actively leading the group, and developing guanxi and renqing
relationships with upper level managerial leaders, particularly in Chinese
organisations, remembering developing interpersonal relationships with
followers is seen to be a management and leadership skill. For Guangzhou
managerial leaders interacting with New Zealand organisations, active task
management is important, with relationship development seen as separate from
management of the system.
� For the GZ sample, Hedonism is a significant predictor for Tolerance of
Uncertainty, Tolerance of Freedom, Role Assumption, Consideration, and
Superior Orientation. This implies that working for an empowering, considerate
leader might be more fun than for other types. The significant relationship with
Tolerance of Uncertainty supports the finding of Tung, Worm and Fang (2008)
that risk-taking is fun amongst businesspeople in Guangzhou.
� Achievement is a moderate motivating value for both samples. In NZ high
achievement-oriented managerial leaders emphasise consideration-orientated
behaviours, and in GZ task-orientated behaviours. The reader is reminded that a
mix of task and consideration behaviours appropriate to the situation is always
required for successful leadership, the difference is expectations of emphasis by
subordinates. This tendency is further supported by the strong relationship in NZ
of Benevolence to all leader behaviour dimensions, that is, preserving and
enhancing the welfare of subordinates.
� In NZ, Self-Direction is a significant predictor for all leader behaviour
dimensions. For Schwartz’ theory, Self-Direction relates to independent thought
and action; choosing, creating, exploring, indicating that a managerial leader
should be independent-minded and individualistic, perhaps related to some
degree to the “man alone” mythology in NZ.
� In NZ, Security is a significant predictor for all leader behaviour dimensions,
indicating the managerial leader is an expected source of a safe, predictable
environment. This is in contrast to the preference for risk-taking in GZ.
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