comparative value priorities of chinese and new zealand

attributes that are believed to determine the relevant outcome(s). For example,
Mintzberg (1979) identified five types of organizational structures that are
hypothesized to result in maximal organizational effectiveness, and Porter
(1980, 1985) identified three strategies that are hypothesized to maximize
competitive advantage.
� Topology is a descriptive process placing entities in physical relationships with
other entities in two-, three-, or multi-dimensional space. For a topology to be
considered a theory the physical relationships must remain constant in relation to
relevant independent variables. Topology can be characterised as the study of
continuity to non-mathematicians, as relationships are based upon, for example,
Euclidian distance rather than categories, or as the formal study of the features
of geometrical figures that remain invariant under spatial transformations to
mathematicians. Blackwell (2004) provides a relatively non-technical
introduction. In social psychology, Lewin (1936) and Schwartz (1992, 1994)
have developed topological theories. Social network analysis, the formal study
of systems of people based upon their relationships, frequently employs
topological descriptions, and occasionally explanations.
Given that these processes are antecedents to theory development, Bass and Bass (2008:
15-23) propose a list of the processes defining leadership, that is essentially a typology.
This is a start for the development of a scientific theory from the typology. I will now
relate this list to the LBDQXII dimensions validating the instrument as an effective
operationalisation of a framework that will be developed into a theory of preferred
explicit leader behaviour, based upon the Ohio State leader behaviour project.
Leadership and Management
Leadership and management behaviour at the macro level can be defined from the
perspective of Kotter (1990), who presents a model identifying processes. Kotter’s
discussion is chosen as being succinct and comprehensive.
Kotter’s (1990) Harvard Business Review article, “What Leaders Really Do”, tells us
leadership and management are two distinctive and complementary systems of action
(that is, action, behaviour, not traits, characteristics, or styles), each with its own
function and characteristic activities. Leadership is different from management, but not
better than management, or a replacement for it; both are required to manage large,
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