comparative value priorities of chinese and new zealand

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APPENDIX 5 – REGRESSION ANALYSIS SIGNIFICANT PREDICTORS FOR LEADER BEHAVIOUR DIMENSIONS FROM LINEAR REGRESSION ANALYSIS LINEAR REGRESSION RESULTS FOR THE GUANGZHOU SAMPLE: REGRESSION THROUGH THE ORIGIN GZ: F1Representation Model Unstandardized Coefficients B Std. Error Beta Standardized Coefficients 339 t Sig. 1 Sec .109 .103 .140 1.057 .292 Conf .308 .104 .378 2.973 .003 Trad .043 .069 .043 .619 .537 Bene .008 .096 .010 .084 .933 Univ -.033 .103 -.041 -.323 .747 SelDir .106 .098 .135 1.081 .281 Stim -.063 .068 -.069 -.939 .349 Hedon .139 .076 .161 1.842 .067 Ach .158 .091 .204 1.742 .083 Pow .006 .077 .007 .077 .938 GZ: F2DemandReconciliation Model Unstandardized Coefficients B Std. Error Beta Standardized Coefficients t Sig. 1 Sec .148 .100 .199 1.484 .139 Conf .342 .100 .438 3.406 .001 Trad .017 .067 .018 .252 .801 Bene .036 .093 .048 .384 .701 Univ -.091 .100 -.117 -.909 .364 SelDir .047 .095 .063 .495 .621 Stim -.043 .066 -.048 -.650 .516 Hedon .141 .073 .169 1.915 .057 Ach .202 .088 .273 2.301 .022 Pow -.068 .075 -.078 -.902 .368
GZ: F3ToleranceofUncertainty Model Unstandardized Coefficients B Std. Error Beta Standardized Coefficients 340 t Sig. 1 Sec .125 .084 .176 1.492 .137 Conf .220 .084 .296 2.616 .010 Trad .049 .056 .054 .876 .382 Bene .031 .078 .044 .402 .688 Univ -.075 .084 -.101 -.895 .372 SelDir .065 .079 .092 .824 .411 Stim -.054 .055 -.064 -.985 .326 Hedon .182 .062 .230 2.965 .003 Ach .220 .074 .311 2.984 .003 Pow -.050 .063 -.060 -.795 .427 GZ: F4Persuasiveness Model Unstandardized Coefficients B Std. Error Beta Standardized Coefficients t Sig. 1 Sec .133 .102 .175 1.307 .193 Conf .315 .102 .398 3.086 .002 Trad .022 .068 .022 .319 .750 Bene .029 .094 .039 .311 .756 Univ -.047 .101 -.059 -.459 .647 SelDir .108 .096 .142 1.122 .263 Stim -.023 .067 -.026 -.351 .726 Hedon .107 .075 .126 1.431 .154 Ach .160 .089 .212 1.788 .075 Pow -.056 .076 -.063 -.734 .464
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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
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Figure 6.1. Components of Leader Be
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SVS samples to other demographics,
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Figure 6.3. SVS Individual Values D
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kind of person. Accurately translat
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� 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 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: DATA CLEANING FOR THE SCHWARTZ VALE
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
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