comparative value priorities of chinese and new zealand

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7) Leadership of thought F 4: Persuasiveness measures to what extent the manager uses persuasion and argument effectively; exhibits strong convictions. 51 F 7: Role Assumption measures to what degree the manager exercises actively the leadership role rather than surrendering leadership to others. 8) Leadership of purposeful behaviour F 4: Persuasiveness measures to what extent the manager uses persuasion and argument effectively; exhibits strong convictions. 9) Leadership as persuasive behaviour F 4: Persuasiveness measures to what extent the manager uses persuasion and argument effectively; exhibits strong convictions. 10) Leadership as initiation of structure F 5: Initiation of Structure measures to what degree the manager clearly defines own role, and lets followers know what is expected. 11) Leadership as discretionary influence F 7: Role Assumption measures to what degree the manager exercises actively the leadership role rather than surrendering leadership to others. 12) Leadership as the art of inducing compliance 13) Leadership as an effect a. The leader as an instrument of goal achievement F 9: Production Emphasis measures to what degree the manager applies pressure for productive output. F 4: Persuasiveness measures to what extent the manager uses persuasion and argument effectively; exhibits strong convictions. F 12: Superior Orientation measures to what extent the manager maintains cordial relations with superiors; has influence with them; is striving for higher status.
. Leadership as an effect of interaction 14) Leadership as interaction between leader and led 52 F 5: Initiation of Structure measures to what degree the manager clearly defines own role, and lets followers know what is expected. F 11: Integration reflects to what degree the manager maintains a closely-knit organisation; resolves inter-member conflicts. a. Leadership as a process This is self-evident and probably a law of leadership. b. Leadership as a power relationship F 6: Tolerance of Freedom reflects to what extent the manager allows followers scope for initiative, decision and action. c. Leadership as a differentiated role F 7: Role Assumption measures to what degree the manager exercises actively the leadership role rather than surrendering leadership to others. d. Recognition of the leader by the led F 7: Role Assumption measures to what degree the manager exercises actively the leadership role rather than surrendering leadership to others. e. Identification with the leader F 8: Consideration depicts to what extent the manager regards the comfort, well-being, status and contributions of followers. f. Leadership as a combination of elements This is self-evident and probably a law of leadership. To summarise where we are at this point in the discussion, I have been convinced by my literature review to pursue the development of the leader behaviour theory, operationalised by the LBDQXII, with individual values as a contingency. For the antecedent theories see Figure 2.1.
Page 1 and 2: COMPARATIVE VALUE PRIORITIES OF CHI
Page 3 and 4: TABLE OF CONTENTS TABLE OF CONTENTS
Page 5 and 6: Countries as Cultural Units .......
Page 7 and 8: New Zealand SVS Sample SEM Test Res
Page 9 and 10: Linear Regression Results for the G
Page 11 and 12: Figure 4.20. USA Item Distributions
Page 13 and 14: Figure 6.2. Comparing SSA Results F
Page 15 and 16: ACKNOWLEDGEMENTS I gratefully ackno
Page 17 and 18: ABSTRACT The purpose of this thesis
Page 19 and 20: PREFACE I have occasionally used un
Page 21 and 22: COMMENTS CONCERNING BIBLIOGRAPHY Th
Page 23 and 24: though there have been a number of
Page 25 and 26: New Zealand and China entered into
Page 27 and 28: � clean and green but complacent,
Page 29 and 30: improve success rates in doing busi
Page 31 and 32: Expanding operations to countries w
Page 33 and 34: � What are the relationships betw
Page 35 and 36: CHAPTER 2: THEORETICAL FRAMEWORKS W
Page 37 and 38: for example, Einstein’s General T
Page 39 and 40: attributes that are believed to det
Page 41 and 42: and motivation; for further definit
Page 43 and 44: Figure 2.1. Relationships of Leader
Page 45 and 46: Studies indicated that the leader b
Page 47 and 48: dimensions, developing nine cluster
Page 49 and 50: THE OHIO STATE LEADER BEHAVIOUR THE
Page 51: Figure 2.2. Correspondences amongst
Page 55 and 56: strong sense of “neiren” (inner
Page 57 and 58: given culture if a particular style
Page 59 and 60: � Kolb (1995) found the LBDQXII a
Page 61 and 62: initiating structure (Fleishman, 19
Page 63 and 64: laissez faire management provided r
Page 65 and 66: accounted for approximately 50 and
Page 67 and 68: valence. An adaptive feedback syste
Page 69 and 70: International Managerial Leadership
Page 71 and 72: Figure 2.5. Spencer and Peterson’
Page 73 and 74: interrelationships of dimension mea
Page 75 and 76: Direction, Universalism, Benevolenc
Page 77 and 78: Individuals promote values they con
Page 79 and 80: develop. The organisation is then m
Page 81 and 82: (5) Values are ordered by importanc
Page 83 and 84: ten basic values can be characteriz
Page 85 and 86: Figure 2.8. Chart of SSA Positionin
Page 87 and 88: the data and the impact of random s
Page 89 and 90: CHAPTER 3: LITERATURE REVIEW WITH S
Page 91 and 92: The choice of direction of the orig
Page 93 and 94: now briefly summarise some major th
Page 95 and 96: The Role of Overseas Chinese Undoub
Page 97 and 98: Regional cultural distinctions tend
Page 99 and 100: interpreted as indicators of their
Page 101 and 102: usinesspeople might be attributed t
Page 103 and 104:
culture that shapes us today. Confu
Page 105 and 106:
Figure 3.2. Rankings of SVS Dimensi
Page 107 and 108:
Holt (1997) investigated how cultur
Page 109 and 110:
Statistically there are significant
Page 111 and 112:
Comparison of Student and Teacher V
Page 113 and 114:
Figure 3.8. ANOVA Tests of Between-
Page 115 and 116:
There are questions concerning the
Page 117 and 118:
Islamic Middle East, and “Africa
Page 119 and 120:
of the literature points to four br
Page 121 and 122:
1. The relative importance of goals
Page 123 and 124:
specific role demands of leaders, t
Page 125 and 126:
in one or more areas, as well as a
Page 127 and 128:
9. Imaginative - creative but think
Page 129 and 130:
transformational leadership style w
Page 131 and 132:
Figure 3.11.Generation Cohorts in C
Page 133 and 134:
Life stage Opportunities, demands,
Page 135 and 136:
Evolutionary thinking might also ex
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found that, aggregated over field a
Page 139 and 140:
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
Page 145 and 146:
CHAPTER 4: METHODS AND METHODOLOGY
Page 147 and 148:
Number of Areas Sampled In this stu
Page 149 and 150:
Von Krogh and Roos (1995) assert th
Page 151 and 152:
eplicated to similar cases, and thi
Page 153 and 154:
acceptable for study. This, of cour
Page 155 and 156:
phenomenon in major theories in the
Page 157 and 158:
interior of China with no access to
Page 159 and 160:
different populations including Uni
Page 161 and 162:
I am also interested in investigati
Page 163 and 164:
Kuan Tze (pinyin: Guanzi, also “K
Page 165 and 166:
Figure 4.4. Ethno-Religio-Linguisti
Page 167 and 168:
Mean Dimension Scores Raw Score Mea
Page 169 and 170:
An extensive meta-analysis of the s
Page 171 and 172:
LBDQXII Dimension F 8: Consideratio
Page 173 and 174:
Pearson correlations. Schwartz’ u
Page 175 and 176:
� eliminates the necessity of cho
Page 177 and 178:
Schwartz proposes value relationshi
Page 179 and 180:
East Asia. China and New Zealand we
Page 181 and 182:
SVS Dimension GZ: alpha for dimensi
Page 183 and 184:
multiple levels of analysis so that
Page 185 and 186:
individuals tend to assign shared m
Page 187 and 188:
characteristic and wealth as a “n
Page 189 and 190:
Multi-Organisational Levels of Anal
Page 191 and 192:
LBDQXII Varimax Factors in the USA
Page 193 and 194:
Individual and culture-level analys
Page 195 and 196:
and by adding a descriptive phrase
Page 197 and 198:
Human Resources Department for hote
Page 199 and 200:
statistically independent of one an
Page 201 and 202:
MRAT converts absolute value scores
Page 203 and 204:
� use short, simple phrases; �
Page 205 and 206:
of Mexico, it means wrist. This pat
Page 207 and 208:
� Linear regression will be emplo
Page 209 and 210:
Lee and Soutar (2009) discuss scali
Page 211 and 212:
Figure 4.14. SVS and LBDQXII Respon
Page 213 and 214:
Some are evidenced from Guadalajara
Page 215 and 216:
Smith (2004) investigated these iss
Page 217 and 218:
Item 57: SELF-INDULGENT (doing plea
Page 219 and 220:
CHAPTER 5: RESULTS OF ANALYSIS OF D
Page 221 and 222:
does not require bootstrapping to e
Page 223 and 224:
Figure 5.4. SVS RMSEA for the NZ SV
Page 225 and 226:
Smallest Space Analysis for the Gua
Page 227 and 228:
The following items conform to defi
Page 229 and 230:
Figure 5.11. Two-Dimensional Smalle
Page 231 and 232:
Figure 5.13. Two-Dimensional Smalle
Page 233 and 234:
elationships at the Passive/Empower
Page 235 and 236:
Analysing SSA item-dimension struct
Page 237 and 238:
Figure 5.17. Chart of SVS Dimension
Page 239 and 240:
Raw Scores 1995 Mgr Figure 5.20. Hi
Page 241 and 242:
Lee & Soutar Random 2009 Figure 5.2
Page 243 and 244:
Figure 5.24. Raw Score Rankings of
Page 245 and 246:
variables. Age will be included as
Page 247 and 248:
Figure 5.27. Pearson Inter-Correlat
Page 249 and 250:
Figure 5.29. Correlations of Age an
Page 251 and 252:
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 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 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
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Arnold, K. A.; Barling, J. Kelloway
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