comparative value priorities of chinese and new zealand

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(1994) argued that transformational leadership augments transactional contingent reward leadership in its impact on performance. The three dimensions of transactional leadership are contingent reward, active management by exception and passive management by exception. Contingent reward is the degree to which the leader sets up constructive transactions or exchanges with followers: The leader clarifies expectations and establishes the rewards for meeting these expectations. Considering this model for studies in China there is a disconnect from USA-derived theory related to contingent reward based upon the abilities of managerial leaders to provide rewards that might be related to work performance. From 1978 Deng Xiao Ping began to reform the agricultural and factory systems in China. The reform of the agricultural system was complex in terms of ownership of land, but the overarching reform what that the peasant farmers were allowed to keep 20% of their produce for their own use, to do with as they saw fit, a laissez faire approach by the Party and the Government to the 20% share, and the more productive the farmers the greater the absolute value of their share, as well as the Government’s share. However, in the manufacturing firms managers were expected to abandon the old “rewarding each according to his need” (actually nearly everyone at a particular combination of grade and tenure received the same fixed salary). The new approach was “to each according to his productivity”. In 1978 the plan was that managers paid each worker a basic wage of about 180 Yuan per month (at the official exchange rate in 1978, about US$107 per month), and a “bonus” supplement averaging about 30 Yuan per worker (about US$18), officially to be linked to worker productivity. However, most managers, with tacit agreement from the firm’s Party secretary, awarded all workers 30 Yuan each, often in the form of an end-of-year lump sum. When differentially awarded, the bonus was not large enough to serve as an incentive. There were also traditional cultural issues and Marxist ideology issues with differentially rewarding individuals rather than work groups. In this situation the managers continued the guanxi / renqing traditional practices, allowing cooperative workers to be tardy, take days off, sleep on the job, play cards, or earn extra income using plant tools. In return for the favours, managers earned obligations from the workers to perform when production is necessary and to give moderate attention to quality (Wall, 1990). Hence 61
laissez faire management provided rewards that would be reciprocated by higher performance in the future. An additional hindrance to a contingent reward system is that the Party prevents most worker transfers among firms, assigns workers to their jobs, prevents managers from firing workers, and forces managers to employ all workers assigned to them, and sometimes influence promotions. One Possible Structure of Charismatic/Transformational Leadership Dimensions Ehrlich, Meindl and Viellieu (1990) proposed the following dimensions of the Leader Behavior Description Questionnaire XII (LBDQXII) as related to Charismatic / Transformational, that is, change-oriented leadership leading to extra effort on the part of subordinates. The particular dimensions are: � Demand Reconciliation � Tolerance of Uncertainty � Persuasiveness � Role Assumption � Predictive Accuracy � Integration The GLOBE study (House et al., 2005) proposed other components as comprising Charismatic / Value-Based leadership. Inspection of the GLOBE dimensions indicates that some of the dimensions represented as traits orthogonal to other traits actually seem to be opposite poles of bi-polar dimensions, such as Humane-Oriented and Self- Protective (Further pursuit of this possibility is beyond the scope of this project, and should be investigated in subsequent research). Some of the LBDQXII dimensions appear to be highly related to the GLOBE dimensions, such as Consideration and Integration. The GLOBE project proposed Charismatic Leadership as a central, universal trait of successful leaders in all cultures. Whether it is or is not, comparison with this influential project promoting an implicit leadership theory can be useful if an explicit leader behaviour set for Charisma can be identified. As I do not have an independent measure of Charisma in this study, I propose an additional hypothesis, Hypothesis, Charismatic Leader Behaviour: The LBDQXII dimensions of Demand reconciliation, Tolerance of uncertainty, 62
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 .......
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New Zealand SVS Sample SEM Test Res
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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 and 58: given culture if a particular style
Page 59 and 60: � Kolb (1995) found the LBDQXII a
Page 61: initiating structure (Fleishman, 19
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
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Figure 3.8. ANOVA Tests of Between-
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There are questions concerning the
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Islamic Middle East, and “Africa
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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
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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
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Figure 4.4. Ethno-Religio-Linguisti
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Mean Dimension Scores Raw Score Mea
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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
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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
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characteristic and wealth as a “n
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Multi-Organisational Levels of Anal
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LBDQXII Varimax Factors in the USA
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Individual and culture-level analys
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and by adding a descriptive phrase
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Human Resources Department for hote
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statistically independent of one an
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MRAT converts absolute value scores
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� use short, simple phrases; �
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of Mexico, it means wrist. This pat
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� Linear regression will be emplo
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Lee and Soutar (2009) discuss scali
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Figure 4.14. SVS and LBDQXII Respon
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Some are evidenced from Guadalajara
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Smith (2004) investigated these iss
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Item 57: SELF-INDULGENT (doing plea
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CHAPTER 5: RESULTS OF ANALYSIS OF D
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does not require bootstrapping to e
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Figure 5.4. SVS RMSEA for the NZ SV
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Smallest Space Analysis for the Gua
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The following items conform to defi
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Figure 5.11. Two-Dimensional Smalle
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Figure 5.13. Two-Dimensional Smalle
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elationships at the Passive/Empower
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Analysing SSA item-dimension struct
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Figure 5.17. Chart of SVS Dimension
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Raw Scores 1995 Mgr Figure 5.20. Hi
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Lee & Soutar Random 2009 Figure 5.2
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Figure 5.24. Raw Score Rankings of
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variables. Age will be included as
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Figure 5.27. Pearson Inter-Correlat
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Figure 5.29. Correlations of Age an
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Figure 5.32. Education x Country Cr
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In some cases relating to relative
Page 255 and 256:
Figure 5.36 SVS57 and LBDQXII Diffe
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In Figure 5.36 we see the analysis
Page 259 and 260:
In the chart and table in Figures 5
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Structure of Charismatic Leadership
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for any dimension. For two borderli
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Figure 5.43 ANOVA and Chart of Gend
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Analysis of Covariance for SVS Dime
Page 269 and 270:
Figure 5.47. Intercorrelations of P
Page 271 and 272:
The intercorrelations amongst Age,
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Benevolence, Self-Direction, and Se
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CHAPTER 6: IMPLICATIONS OF RESULTS,
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owned by the co-operative, had rigo
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Figure 6.1. Components of Leader Be
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SVS samples to other demographics,
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Figure 6.3. SVS Individual Values D
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kind of person. Accurately translat
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� In NZ, high Tradition values re
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as strong business partners because
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ANOVA Tests Dimension Means 0.6 0.4
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These results indicate considerable
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aspirations. The shared and opposin
Page 297 and 298:
Chinese businesspeople in Guangzhou
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Perceptions of the Dark Side of Lea
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Ehrlich et al. (1990) conclude, “
Page 303 and 304:
LBDQXII correlations with Charisma/
Page 305 and 306:
dimensions suggested by Ehrlich et
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male dominated organizations might
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to identify external locus of contr
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or plan, use serendipity (Crick and
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the regional context of Guangdong P
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negative indicator such as no, not,
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epresented different samples and di
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consistently, the only thing that y
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The Managerial Leader Actor Figure
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APPENDIX 4 -SURVEYS This appendix c
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SE15 Reciprocation of favours RECIP
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Achievement Hedonism Stimulation Se
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PR43. Is very skilful in an argumen
Page 331 and 332:
The survey as presented to particip
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No. ________________________ IDEAL
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The “ideal managerial leader” A
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34 AMBITIOUS (hard-working, aspirin
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DATA CLEANING FOR THE SCHWARTZ VALE
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GZ: F3ToleranceofUncertainty Model
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GZ: F7RoleAssumption Model Unstanda
Page 345 and 346:
GZ: F11Integration Model Unstandard
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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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