comparative value priorities of chinese and new zealand

. Leadership as an effect of
interaction
14) Leadership as interaction between leader
and led
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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.