comparative value priorities of chinese and new zealand

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PE18. Stresses being ahead of competing groups PE28. Needles members for greater effort PE38. Keeps the work moving at a rapid pace PE48. Pushes for increased production PE58. Asks the members to work harder PE68. Permits the members to take it easy in their work (reverse scored) PE78. Drives hard when there is a job to be done PE88. Urges the group to beat its previous record PE98. Keeps the group working up to capacity F 10: Predictive Accuracy measures to what extent the manager exhibits foresight and ability to predict outcomes accurately. PA9. Makes accurate decisions PA29. Seems able to predict what is coming next PA49. Things usually turn out as he/she predicts PA59. Is accurate in predicting the trend of events PA89. Anticipates problems and plans for them F 11: Integration reflects to what degree the manager maintains a closely-knit organisation; resolves inter-member conflicts. IN19. Keeps the group working together as a team IN39. Settles conflicts when they occur in the group IN69. Sees to it that the work of the group is co-ordinated IN79. Helps group members settle their differences IN99. Maintains a closely knit group F 12: Superior Orientation measures to what extent the manager maintains cordial relations with superiors; has influence with them; is striving for higher status. SO10. Gets along well with the people above him/her SO20. Keeps the group in good standing with higher authority SO30. Is working hard for a promotion SO40. His/her superiors act favourably on most of his/her suggestions SO50. Enjoys the privileges of his/her position SO60. Gets his/her superiors to act for the welfare of the group members SO70. His/her word carries weight with superiors SO80. Gets what he/she asks for from his/her superiors SO90. Is working his/her way to the top SO100. Maintains cordial relations with superiors 329
The survey as presented to participants: Invitation to Participate in a Business Research Study Project Title: A Study of Leadership and Personal Values Invitation What is the purpose of this study? This cross-cultural study is a part of a multi-national, longitudinal project to obtain research data comparing opinions, attitudes and beliefs concerning individual values and desirable leadership behaviour from business managers. This particular project deals with business managers across cultures, to obtain information to facilitate future business relationships between the two groups. It is expected that the knowledge generated will facilitate doing business between and within groups. Data from several countries has already been gathered, and this study will be used in part to compare managerial leadership across many national cultures over a period of years. If others wish to participate, please copy the form and return all in the return envelope. How was a person chosen to be asked to be part of the study? Volunteers from randomly selected organisations. Can I join the study? Joining the study is voluntary; you merely have to request a survey from Romie.Littrell@aut.ac.nz ; contact this email address, or +64-9-921-9999x5805 with any questions. What happens in the study? A questionnaire describing leader behaviours and / or your individual values is given to you to complete and return, along with a demographic data sheet. What are the discomforts and risks? There should be no physical discomforts; if you choose to participate you need to take the time to accurately complete the questionnaire, usually about a half-hour or so. There are no risks; your anonymity will be protected. What are the benefits? The benefits are that we will collect data and provide information on how to facilitate the mutual engagement of business managers from China and New Zealand; the benefits to you are that you may be able to operate in a more efficient and effective manner in your business from reading the results of the study. How is my privacy protected? The questionnaires will be completed anonymously; no company affiliation or individual name data will be collected. Costs of Participating: 30 to 60 minutes of your time Opportunity to consider invitation: Completion of the attached questionnaire will be taken as indicating your consent to participate. Participation is completely voluntary; you may decide to participate or not at any time. After the survey is sent to the researcher, we cannot identify your particular questionnaire, so it cannot be returned. Participant Concerns - Any concerns regarding the nature of this project should be notified in the first instance to the Project Supervisor at 09-921-9999x5805, romie.littrell@aut.ac.nz. Concerns regarding the conduct of the research should be notified to the Executive Secretary, AUTEC, Madeline Banda, madeline.banda@aut.ac.nz, in New Zealand: 64 - 9 - 921- 9999x8044. AUT, Private Bag 92006, Auckland 1142, New Zealand. Approved by the Auckland University of Technology Ethics Committee Date: February 2004 to 31 December 2008 AUTEC Reference Number: 03/183 Form English-1 330
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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,
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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 and 328: Achievement Hedonism Stimulation Se
Page 329: PR43. Is very skilful in an argumen
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
Page 353 and 354: Ah-Chong, Lee Moya and Thomas, Davi
Page 355 and 356: Arnold, K. A.; Barling, J. Kelloway
Page 357 and 358: Ayman, R. (1993). Leadership Percep
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Foust, Dean; Rocks, David and Kripa
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Hollenbeck, G. P. and McCall, M. W.
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Jermier, J.M.; Slocum, J.W.; Fry, L
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Kalleberg, A.L. (1977) Work Values
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