comparative value priorities of chinese and new zealand

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Whether leader traits are dark or light seems to depend upon in which societal culture one lives. Comparisons of the LBDQXII items that relate to the “dark side of leadership” indicate: � The Guangzhou sample respondents do not see lack of administrative skill, caution and distrust, arrogance, and impatience and excitability as detrimental to leadership. The Guangzhou sample findings of acceptability for caution and distrust are in opposition to the indications from the NZ sample. � The NZ sample respondents seem to have mixed opinions as to the value of administrative skills, similarly for arrogance. There is a strong indication that permitting the group members to take it easy in their work is detrimental to acceptance as a leader, however the Production Emphasis dimension mean is fairly low, indicating a balance must be struck. In NZ, excitability and impatience may not be detrimental to leadership. Charisma The GLOBE project proposes Charisma as a universal determinant of effective leadership; I will discuss findings in some depth here. Concerning Charismatic Leader Behaviour, the relationships between the findings of Ehrlich, Meindl and Viellieu (1990) and the GLOBE project’s predictions and the results from this study are inconsistent in identifying a Charisma behaviour dimension by combining LBDQXII dimensions. The GLOBE study (House et al., 2004) proposed other components than Ehrlich et al. as comprising Charismatic/Value-Based leadership. Inspection of the GLOBE dimensions indicates that some of the dimensions represented as traits orthogonal to other traits actually seem to be opposite poles of bi-polar dimensions, such as Humane-Oriented and Self-Protective (Further pursuit of this possibility is beyond the scope of this project, and must be investigated in the future). Some of the LBDQXII dimensions appear to be highly related, such as Consideration and Integration. Reviewing Figure 5.40, we see that Ehrlich et al. and House et al. have somewhat different conceptions of the construction of charismatic leader behaviour and traits. This outcome tends to be supported Judge and Piccolo (2004); their meta-analysis found that transformational and transactional leadership are so highly inter-related that it is difficult or impossible to separate any unique effects, or even a unique definition. 299
Ehrlich et al. (1990) conclude, “It may be that transactional and transformational processes are more interrelated than has been thought when it comes to the behavioural expressions of leaders, as registered in the observations and ratings of followers.” Kotter (1990) discussed the frequent confusion amongst differences between management (transactional behaviour) and leadership (transformational behaviour), and we see even as thorough a project as GLOBE including Administrative Competence as a critical leadership trait. In Figure 6.8 the correlations from Ehrlich et al. and Charisma/Extra Effort are reported in the left column. Figure 6.8. An Analysis of the Relationships amongst the LBDQXII and the Related GLOBE First-Order Dimensions LBDQXII GLOBE 2 correlations with Charisma/Extra Effort nd order leadership scales based on the 1 st GLOBE: 1 order scale to the right st Example key items in Results in order leadership GLOBE survey This Study: scales Charisma/Extra Effort dimensions, Ehrlich et al. (1990): Integration correlated 0.56; F11: Integration reflects to what degree the manager maintains a closely-knit organisation; resolves intermember conflicts. Initiating Structure correlated 0.57, F5: Initiation of Structure measures to what degree the manager clearly defines own role, and lets followers know what is expected. -Team Oriented -Reverse: Self- Protective -Reverse: Autonomous -Collaborative team-oriented -Reverse: Conflict inducer -Reverse: Autonomous Team-Oriented Team-integrator 300 -Group-oriented, collaborative, loyal, consultative, mediator, fraternal -Normative, secretive, and an intra-group competitor -Individualistic, independent, autonomous, unique Communicative, teambuilder, integrator, coordinator Highly preferred by both samples, ranked 1 for NZ and 1 equal for GZ Highly preferred by both samples
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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
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does not require bootstrapping to e
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Figure 5.4. SVS RMSEA for the NZ SV
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Smallest Space Analysis for the Gua
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The following items conform to defi
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Figure 5.11. Two-Dimensional Smalle
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Figure 5.13. Two-Dimensional Smalle
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elationships at the Passive/Empower
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Analysing SSA item-dimension struct
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Figure 5.17. Chart of SVS Dimension
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Raw Scores 1995 Mgr Figure 5.20. Hi
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Lee & Soutar Random 2009 Figure 5.2
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Figure 5.24. Raw Score Rankings of
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variables. Age will be included as
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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 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: Perceptions of the Dark Side of Lea
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
Page 323 and 324: APPENDIX 4 -SURVEYS This appendix c
Page 325 and 326: SE15 Reciprocation of favours RECIP
Page 327 and 328: Achievement Hedonism Stimulation Se
Page 329 and 330: PR43. Is very skilful in an argumen
Page 331 and 332: The survey as presented to particip
Page 333 and 334: No. ________________________ IDEAL
Page 335 and 336: The “ideal managerial leader” A
Page 337 and 338: 34 AMBITIOUS (hard-working, aspirin
Page 339 and 340: DATA CLEANING FOR THE SCHWARTZ VALE
Page 341 and 342: GZ: F3ToleranceofUncertainty Model
Page 343 and 344: GZ: F7RoleAssumption Model Unstanda
Page 345 and 346: GZ: F11Integration Model Unstandard
Page 347 and 348: NZ: F3ToleranceofUncertainty Model
Page 349 and 350: NZ: F7RoleAssumption Model Unstanda
Page 351 and 352:
NZ: F11Integration Model Unstandard
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