comparative value priorities of chinese and new zealand

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Other two factor theories such as Sinha’s (1984) Nurturance-Task theory were eliminated for the same reason. They provided much less information for theory testing and development compared to the LBDQXII. Paternalistic Leadership In high Power Distance Collectivist systems, a leader has broad and unquestioned authority. To be effective he must, therefore, be more skilled in the technical and performance aspects of the job than managers in individualist cultures, because no subordinate will compromise the leader by correcting him. He must, however, be perceived as considerate and kind in order to lessen the fear and avoidance his subordinates will show in the face of his unbridled power. The effective model is the loving father, leading to a leadership style labelled paternalism, described by Redding (1990) in The Spirit of Chinese Capitalism. This model is a recognised given, at the level of received knowledge, by Chinese and expatriate academics in China familiar with the discipline of managerial leadership in China, and little would be gained for development of theory or advising practice by replication of evidence of its existence and effectiveness. Selection of the LBDQXII for Assessing Preferred Leader Behaviour Schriesheim and Bird (1979: 142) in reference to the LBDQXII state, “All of the evidence summarized above suggests that despite criticisms that have been directed toward the Ohio State leadership scales in recent years, at least one version of those instruments now appears reasonably sound from a psychometric perspective. One of the basic stated goals of the Ohio State research program seems to have been met. The Ohio State Leadership Studies have contributed a research instrument with adequate vitality for research on leadership phenomena. Schriesheim and Bird (1979: 143) further note that “The Ohio State researchers were central in changing early conceptions of leadership from a set of universal traits to a situation-dependent set of behaviors.” I note that numerous publications indicate satisfactory reliability and validity of the LBDQXII, stemming from Schriesheim and Kerr (1974), Schriesheim and Stogdill (1975), and Schriesheim (1979). The LDBQXII is still widely used in situation-dependent research and investigating organisation-type contingency effects: 57
� Kolb (1995) found the LBDQXII a reliable and valid instrument for assessing similarities and differences in effective leader behaviour comparing leader and member ratings. � House (1996) argued that the LBDQXII was the valid instrument to test Path-Goal Theory. � Kao, Kao and Kao (1997) found the LBDQXII to be a reliable and valid instrument in comparing leader behaviours between Taiwanese executives and Shanghai area subsidiary employees. � Harrell (2001) found the LBDQXII measures to be correlated in the 0.7+ range with measures of follower motivation and follower performance in the USA. � Canales, Tejeda-Delgado and Slate (2008) found the LBDQXII scales to be reliable with Cronbach alphas 3 ranging from 0.67 to 0.95, and noted 85 studies from 62 universities finding the LBDQXII to be a reliable and valid instrument. � Fein, Tziner and Vasiliu (2010) found the LBDQXII to be a reliable and valid survey in a study of effects of age and gender on leadership preferences and gender cohorts in Romania. � Jam, Akhtar, Ul Haq, Ahmad-U-Rehman and Hijazi (2010) found the LBDQXII factors of task-orientation and relationship orientation to be reliable and valid in a study measuring the impact of leader behaviour on employee job stress in Pakistan. � Stewart and Williams (2010) have employed the LBDQXII to assess change in cognitive understanding of leadership after a leadership training programme. This is not a comprehensive list but is intended to be indicative of the continuing stream of LBDQXII research. Cross-Cultural Research with the LBDQXII The LBDQXII was developed in the USA to assess leader behaviour there, and the LBDQXII has also been used in several countries to study leadership behaviour (Black 3 George and Mallery (2003, p. 231) provide the following rules of thumb: 0.9: Excellent, 0.8: Good, 0.7: Acceptable, 0.6: Questionable, 0.5: Poor, and
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 and 52: Figure 2.2. Correspondences amongst
Page 53 and 54: . Leadership as an effect of intera
Page 55 and 56: strong sense of “neiren” (inner
Page 57: given culture if a particular style
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
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Islamic Middle East, and “Africa
Page 119 and 120:
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
Page 157 and 158:
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
Page 165 and 166:
Figure 4.4. Ethno-Religio-Linguisti
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Mean Dimension Scores Raw Score Mea
Page 169 and 170:
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
Page 177 and 178:
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
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
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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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Ayman, R. (1993). Leadership Percep
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Bass, B.M. and Avolio, B.J. (1990a)
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Best, Deborah L. and Everett Brady
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Bolman, L. G. and Deal, T. E. (1997
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Britt, T. W. Bliese, P. D. (2003).
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Campbell, L.T.; Simpson, J. A.; Ste
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De Mooij, Marieke and Hofstede, Gee
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Dvir, T.; Eden, D. and Banjo, M. L.
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Foust, Dean; Rocks, David and Kripa
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Georgas, J.; Van De Vijver, F. J. R
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Hollenbeck, G. P. and McCall, M. W.
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House, R.J.; Javidan, Mansour and D
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Hunt, J.G.; Boal, K.B. and Sorenson
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Jermier, J.M.; Slocum, J.W.; Fry, L
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Kalleberg, A.L. (1977) Work Values
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Kim, U.; Triandis, H.C.; Kagitcibas
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McCormick, C.C. and Kavanagh, J. A.
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MFAT, New Zealand Ministry of Forei
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Munson, J. Michael and McIntyre, Sh
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Peterson, Mark F. and Castro, Steph
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