comparative value priorities of chinese and new zealand

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Managerial Leadership Business Prescription Model. Each component external to the managerial leader in the model consists of people. In a business organisation, all systems are feedback systems. The managerial leader actor is influenced by and influences all components of this model, and if a significant public figure can influence the cultural and economic ecologies. The Economic Ecology � � � � Page 3 of 3 for Figure 2.4. The Managerial Leader Actor �� Primary Activities � Innovation � Logistics � Operations � Marketing & Sales � Service � Etc. � � � � � � Plans 69 � � Physical Environment � � Business Environment �� Organisational Culture �� Support Activities � Procurement � Technology Development � Human Resource Management � Firm Infrastructure � Etc. The Organisational Process Ecology � � Ethnic Culture(s) � � Societal Culture(s) The Business Ecology The Cultural Ecology
Figure 2.5. Spencer and Peterson’s (1972) Model of Leader Behaviour 70
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COMPARATIVE VALUE PRIORITIES OF CHI
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TABLE OF CONTENTS TABLE OF CONTENTS
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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
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Figure 4.20. USA Item Distributions
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Figure 6.2. Comparing SSA Results F
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ACKNOWLEDGEMENTS I gratefully ackno
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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 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: International Managerial Leadership
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
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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
Page 145 and 146:
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
Page 165 and 166:
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
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
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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
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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
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
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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
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SE15 Reciprocation of favours RECIP
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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
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GZ: F3ToleranceofUncertainty Model
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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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