comparative value priorities of chinese and new zealand

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LBDQXII correlations with Charisma/Extra Effort F12: Superior Orientation measures to what extent the manager maintains cordial relations with superiors; has influence with them; is striving for higher status. GLOBE 2 nd order leadership scales based on the 1 st order scale to the right GLOBE: 1 st order leadership scales 303 Example key items in GLOBE survey GLOBE dimensions not well-related to LBDQXII items or dimensions: Charismatic/Value Based Charismatic/Value Based Charismatic/Value Based Decisive Wilful, decisive, intuitive Integrity Honest, sincere, just, trustworthy Self-sacrifice Risk taker, selfsacrificial, convincing Humane Oriented Modesty Modest, selfeffacing, calm, patient Self-Protective Face-saver Indirect, avoiding negatives, evasive Self-Protective Procedural Ritualistic, formal, habitual, cautious, procedural Self-Protective Status consciousness Team-Oriented Malevolent (reverse-scored) Statusconscious, class conscious Hostile, vindictive, cynical, noncooperative, egotistical Results in This Study: The relationships between Ehrlich et al.’s predictions and the results from this study are inconsistent, with highest preferences indicated for oral communication and transactional/task oriented behaviours. The indications are not conclusive. The
dimensions suggested by Ehrlich et al. are not consistently highly ranked by either sample. Concerning preferred behaviour for a charisma dimension, further research and development is required. Gender The Schwartz values theory does not consider gender other than as an independent variable. House et al. (2004) found in the mean “as is” culture dimension scores, China was very low in Gender Egalitarianism and New Zealand was low. In Hofstede and Hofstede (2005), both China and New Zealand had moderate Masculinity/Femininity means, mid-range amongst all countries with scores. Two hypotheses were proposed, one for the LBDQXII and one for the SVS. Aanalyses of both gender sub-sample centred score means and dimension ranks for the LBDQXII found few significant differences for the gender x dimension analyses for the Guangzhou sample, and no significant differences for the New Zealand sample. For GZ, men had significantly higher average rankings for Tolerance of Freedom and Consideration. For the SVS value dimensions there were no differences for Conformity and Tradition values. Analyses of both gender sub-sample centred score means and ranks for the SVS found significant differences for the gender x dimension analyses for the Guangzhou sample, but no significant differences for the New Zealand sample. For GZ, men had significantly higher average rankings for Hedonism and women had higher rankings for Power. For leader preferences, Females in Guangzhou had significantly lower Tolerance of Freedom means and Consideration means, “tougher” values than men. Since the 1980s, some researchers have suggested that leadership traits and behaviours are associated with males (e.g., Baumgardner, Lord and Maher, 1991; Hall, Workman and Marchioro, 1998). Early studies have also suggested that males and females tend to differ in personality characteristics and this might affect their leadership styles (Hoffman, 1977; Maier, 1970). Some researchers argue that males and females differ in what they view as an effective leader. Due to different social experiences and expectations, females tend to be raised and socialized to be more dependent and nurturing whereas males tend to be raised and socialized to be more independent and 304
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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
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Figure 5.29. Correlations of Age an
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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 and 300: Perceptions of the Dark Side of Lea
Page 301 and 302: Ehrlich et al. (1990) conclude, “
Page 303: LBDQXII correlations with Charisma/
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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