comparative value priorities of chinese and new zealand

Figure 2.3. Outline of Evolution of Trait, Style and Style+Contingency Theories
The styles are assumed
to be stable
characteristics of
leaders (Lewin, Lippitt
and White, 1939)
Trait Theories
�
Style Theories: focussing on a
leader’s style of action, from
two approaches
� � �
�
Basic leader styles consist of
interpersonal relationship
oriented and task oriented
behaviours
53
�
Leaders’ styles change in
response to changes in situations
( many theories)
� �
Leader styles are more
complex than may be explained
by two dimensions and are
affected by environmental
contingencies
�
(Stogdill, 1963); leaders change
styles according to the kind of
organisation they are leading
� �
Culture as an explanatory
variable (contingency) in
comparative management
studies (Ajiferuke and
Boddewyn, 1970, and many
subsequent theories)
�
Leaders adapt their styles in
response to the individual
characteristics of their followers
(Graen, Linden and Hoel, 1982);
culture influences characteristics
of followers
Some colleagues of Stogdill at Ohio State developed interest in other approaches to
leadership research. Chet Schriesheim for example pursued an interest in the Leader-
Member Exchange approach. Being aware of this I investigated LMX as a possible
model for the study.
Leader-Member Exchange and Mainland Chinese Culture
Leader Member-Exchange (LMX, Graen, 1976) theory is not in the
Relationship+Consideration/Task stream of evolution. When seeking a framework for
developing the research and training programme at the hotels in Zhengzhou in 1996, I
reviewed the theory and instruments. The LMX survey is designed to assess respect,
trust, and obligation in dyadic leader-follower interactions, and to define in-groups and
out-groups. This paradigm in fact describes the actual functioning of managerial
leadership in Mainland Chinese culture, and LMX research in China would be
measuring the obvious, with the in-group/out-group status defined by cultural custom in
Mainland Chinese societal values. Important in Collectivist societies, particularly
Mainland China, is the concept of “neiren” (“the one within”) vs. “wairen” (“the
outsider); or inner circle vs. outsiders; in-group vs. out-group. Mainland Chinese have a