comparative value priorities of chinese and new zealand

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Conformity Security Respect for tradition 76 (22) Detachment 48 (15) Politeness 95 (5) Honouring parents and elders 93 (6) Obedient 91 (9) Self-discipline 85 (14) Clean 87 (8) National security 85 (3) Social order 81 Family security 80 (3) Reciprocation of favours 75 (9) Healthy 57 Sense of belonging 56 (10) THE LBDQXII The following are LBDQXII item to dimension keys: F 1: Representation measures to what degree the manager speaks as the representative of the group. RP1. Acts as the spokesman of the group RP11. Publicises the activities of the group RP21. Speaks as the representative of the group RP31. Speaks for the group when visitors are present RP41. Represents the group at outside meetings F 2: Demand Reconciliation reflects how well the manager reconciles conflicting demands and reduces disorder to system. DR51. Handles complex problems efficiently DR61. Gets swamped by details (reverse scored) DR71. Gets things all tangled up (reverse scored) DR81. Can reduce a madhouse to system and order DR91. Gets confused when too many demands are made of him/her (reverse scored) F 3: Tolerance of Uncertainty depicts to what extent the manager is able to tolerate uncertainty and postponement without anxiety or getting upset. TU2. Waits patiently for the results of a decision TU12. Becomes anxious when he/she cannot find out what is coming next (reverse scored) TU22. Accepts defeat in stride TU32. Accepts delays without becoming upset TU42. Becomes anxious when waiting for new developments (reverse scored) TU52. Is able to tolerate postponement and uncertainty TU62. Can wait just so long, then blows up (reverse scored) TU72. Remains calm when uncertain about coming events TU82. Is able to delay action until the proper time occurs TU92. Worries about the outcome of any new procedure (reverse scored) F 4: Persuasiveness measures to what extent the manager uses persuasion and argument effectively; exhibits strong convictions. PR3. Makes pep talks to stimulate the group PR13.His/her arguments are convincing PR23. Argues persuasively for his/her point of view PR33. Is a very persuasive talker 327
PR43. Is very skilful in an argument PR53. Is not a very convincing talker (reverse scored) PR63. Speaks from a strong inner conviction PR73. Is an inspiring talker PR83. Persuades others that his/her ideas are to their advantage PR93. Can inspire enthusiasm for a project F 5: Initiation of Structure measures to what degree the manager clearly defines own role, and lets followers know what is expected. IS4. Lets group members know what is expected of them IS14.Encourages the use of uniform procedures IS24. Tries out his/her ideas in the group IS34. Makes his/her attitudes clear to the group IS44. Decides what shall be done and how it shall be done IS54. Assigns group members to particular tasks IS64. Makes sure that his/her part in the group is understood IS74. Schedules the work to be done IS84. Maintains definite standards of performance IS94. Asks that group members follow standard rules and regulations F 6: Tolerance of Freedom reflects to what extent the manager allows followers scope for initiative, decision and action. TF5. Allows the members complete freedom in their work TF15. Permits the members to use their own judgment in solving problems TF25. Encourages initiative in the group members TF35. Lets the members do their work the way they think best TF45. Assigns a task, then lets the members handle it TF55. Turns the members loose on a job, and lets them go to it TF65. Is reluctant to allow the members any freedom of action (reverse scored) TF75. Allows the group a high degree of initiative TF85. Trusts members to exercise good judgment TF95. Permits the group to set its own pace F 7: Role Assumption measures to what degree the manager exercises actively the leadership role rather than surrendering leadership to others. RA6. Is hesitant about taking initiative in the group (reverse scored) RA16. Fails to take necessary action (reverse scored) RA26. Lets other persons take away his/her leadership in the group (reverse scored) RA36. Lets some members take advantage of him/her (reverse scored) RA46. Is the leader of the group in name only (reverse scored) RA56. Backs down when he/she ought to stand firm (reverse scored) RA66. Lets some members have authority that he/she should keep (reverse scored) RA76. Takes full charge when emergencies arise RA86. Overcomes attempts made to challenge his/her leadership RA96. Is easily recognised as the leader of the group F 8: Consideration depicts to what extent the manager regards the comfort, well-being, status and contributions of followers. CO7. Is friendly and approachable CO17. Does little things to make it pleasant to be a member of the group Chinese version 17. 不关心成员在集体中是否愉快 Does not care whether the members are happy or not within the group/collective. –REVERSE SCORED CO27. Puts suggestions made by the group into operation CO37. Treats all group members as his/her equals CO47. Gives advance notice of changes CO57. Keeps to himself/herself (reverse scored) CO67. Looks out for the personal welfare of group members CO77. Is willing to make changes CO87. Refuses to explain his/her actions (reverse scored) CO97. Acts without consulting the group (reverse scored) F 9: Production Emphasis measures to what degree the manager applies pressure for productive output. PE8. Encourages overtime work 328
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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
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In some cases relating to relative
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Figure 5.36 SVS57 and LBDQXII Diffe
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In Figure 5.36 we see the analysis
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In the chart and table in Figures 5
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Structure of Charismatic Leadership
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for any dimension. For two borderli
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Figure 5.43 ANOVA and Chart of Gend
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Analysis of Covariance for SVS Dime
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Figure 5.47. Intercorrelations of P
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The intercorrelations amongst Age,
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Benevolence, Self-Direction, and Se
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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
Page 323 and 324: APPENDIX 4 -SURVEYS This appendix c
Page 325 and 326: SE15 Reciprocation of favours RECIP
Page 327: Achievement Hedonism Stimulation Se
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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