comparative value priorities of chinese and new zealand

In 2009, subsequent to my model development I encountered Spencer and Peterson’s
(1972) model, see Figure 2.5, that could replace or integrate with the Managerial
Leadership Detailed Diagnosis Model. Spencer and Peterson see employee job
satisfaction as the desired output. Simpson and Peterson provide a descriptive model of
major factors related to leadership behaviour, need satisfaction, and role perceptions of
union leaders. The underlying assumptions are:
1. Demographic characteristics and taxonomy of task groups affect both the nature
of the leadership acts engaged in as well as the role perceptions and need
satisfactions supporting these behaviours;
2. Leader behaviour and accompanying role perceptions determine to some extent
the nature of need satisfaction, the degree of need fulfilment realized, and the
importance of the various needs to the leaders;
3. Need satisfaction, need fulfilment, and need importance combine to result in
some kind of definable index of “overall” job satisfaction;
4. The proposed relationships between the variables are adaptive feedback systems,
i.e., changes in the valence of one variable will affect the other variable to which
it is tied; and
5. Feedback may be either immediate or delayed.
In this study, I will examine, describe, and interpret the Subjective Culture part of the
model I constructed, Figure 2.6, through investigation of relationships between
preferred leader behaviour dimensions and individual and cultural value dimensions
operationalised by the Leader Behaviour Description Questionnaire XII and the
Schwartz Values Survey.
The
Managerial
Leader
Actor
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Figure 2.6. Portion of My Model Tested
Personal
Competence
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Personal
Values
As noted in Chapter 1, an hypothesis to test is,
Hypothesis: Sample Dimension Interrelationship Differences.
There will be significant differences between the
71
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Multi-cultural
Competence