Traditional values for applying abilities and leader effectiveness in China

Proposes that traditional Chinese values of leader as head can be useful in that they can promote applying abilities for mutual benefit for leadership and employees. A total of 200 managers working in organizations in Shanghai, China, indicated their traditional leadership values and level of applying abilities for mutual benefit with employees. A total of 200 employees working for these managers indicated their applying abilities with their manager and their manager’s leader effectiveness and their own job commitment. Applying abilities mediates between leader as head and leader effectiveness. Findings help to clarify that traditional Chinese leadership values involve support and relationship building, not necessarily domination and suppression. These results were interpreted as suggesting that Chinese managers and employees could develop effective leader relationships by strengthening their traditional values and orienting them to promoting applying abilities for mutual benefit.

[1]  Jane W. Moy,et al.  Developing Commitment in Japanese Organizations in Hong Kong , 1998 .

[2]  Nancy J. Adler,et al.  Cross-Cultural Management Research: The Ostrich and the Trend. , 1983 .

[3]  Charlotte R. Gerstner,et al.  Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues , 1997 .

[4]  D. Kipnis,et al.  Intraorganizational Influence Tactics: Explorations in Getting One's Way , 1980 .

[5]  D. Mcclelland.  Power: The Inner Experience , 1975 .

[6]  Changes in Self‐Perceptions as a Result of Successfully Persuading Others , 1999 .

[7]  Dean Tjosvold,et al.  Power and social context in superior-subordinate interaction , 1985 .

[8]  Handshakes across the sea: Cross-cultural negotiating for business success , 1991 .

[9]  Kwok Leung,et al.  Negotiation and reward allocations across cultures. , 1997 .

[10]  Lucian W. Pye,et al.  Asian Power and Politics: The Cultural Dimensions of Authority. , 1985 .

[11]  Carolyn P. Egri,et al.  Doing Business in the 21st Century with the New Generation of Chinese Managers: A Study of Generational Shifts in Work Values in China , 1999 .

[12]  Donald A. Schön,et al.  Organizational Learning II: Theory, Method, and Practice , 1995 .

[13]  Bradley L. Kirkman,et al.  Beyond Self-Management: Antecedents and Consequences of Team Empowerment , 1999 .

[14]  G. Spreitzer,et al.  A Dimensional Analysis of the Relationship between Psychological Empowerment and Effectiveness Satisfaction, and Strain , 1997 .

[15]  D. Tjosvold.  Unequal Power Relationships Within a Cooperative or Corn petit ive Context , 1981 .

[16]  F. Schoorman,et al.  A model of relational leadership: The integration of trust and leader–member exchange , 2000 .

[17]  John E. Mathieu,et al.  Further evidence for the discriminant validity of measures of organizational commitment, job involvement, and job satisfaction. , 1991 .

[18]  Jeffrey Cummings,et al.  Cultural Stability or Change Among Managers in Indonesia? , 1999 .

[19]  Joseph J. Martocchio,et al.  Empowerment and continuous improvement in the United States, Mexico, Poland, and India: predicting fit on the basis of the dimensions of power distance and individualism. , 2000, The Journal of applied psychology.

[20]  G. Hofstede,et al.  Culture′s Consequences: International Differences in Work-Related Values , 1980 .

[21]  Andrew Chan,et al.  The transferability of leadership training in the East Asian context , 1995 .

[22]  G. Graen,et al.  Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective , 1995 .

[23]  Ronald J. Deluga.  Leader-Member Exchange Quality and Effectiveness Ratings , 1998 .

[24]  W. Bennis,et al.  Leaders: Strategies for Taking Charge , 1985 .

[25]  R. Brislin.  Back-Translation for Cross-Cultural Research , 1970 .

[26]  Donald A. Schön,et al.  Organizational Learning: A Theory Of Action Perspective , 1978 .

[27]  Peter T. Coleman,et al.  The Handbook of Conflict Resolution: Theory and Practice , 2000 .

[28]  Paul E. Spector,et al.  The nature and effects of method variance in organizational research , 1995 .

[29]  J. A. Wall,et al.  Managers in the People's Republic of China , 1990 .

[30]  David A. Hofmann,et al.  Job Perception–Job Satisfaction Relations: An Empirical Comparison of Three Competing Theories , 1993 .

[31]  Paul E. Spector.  A Consideration of the Validity and Meaning of Self-Report Measures of Job Conditions , 1992 .

[32]  Dean Tjosvold,et al.  Implications of Controversy Research for Management , 1985 .

[33]  B. Posner,et al.  Managerial Values Across Cultures: Australia, Hong Kong and the United States , 1997 .

[34]  Randall P. Settoon,et al.  Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange, and Employee Reciprocity , 1996 .

[35]  Edward J. Lawler,et al.  Power and the Emergence of Commitment Behavior in Negotiated Exchange , 1993 .

[36]  Jane M. Howell,et al.  The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. , 1999 .

[37]  P. Bentler,et al.  Significance Tests and Goodness of Fit in the Analysis of Covariance Structures , 1980 .

[38]  G. Hofstede.  Cultural constraints in management theories , 1993 .

[39]  H. Spencer-Oatey.  Unequal Relationships in High and Low Power Distance Societies , 1997 .

[40]  Peter M. Bentler,et al.  Practical Issues in Structural Modeling , 1987 .

[41]  Jonathan A. Rhoades,et al.  The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors , 2000 .

[42]  Dean Tjosvold,et al.  Leadership Influence: Goal Interdependence and Power , 1992 .

[43]  Nancy G. Boyd,et al.  A developmental approach to the examination of friendship in leader-follower relationships , 1998 .

[44]  R. Kanter,et al.  Power failure in management circuits. , 1998, Harvard business review.

[45]  R. J. Arnold.  Leaders: The Strategies for Taking Charge. By Warren Bennis and Burt Nanus. New York: Harper and Row, 1985 , 1987 .

[46]  Wing-tsit Chan,et al.  A source book in Chinese philosophy , 1963 .

[47]  L. James,et al.  Estimating within-group interrater reliability with and without response bias. , 1984 .

[48]  E. Lawler,et al.  Commitment in exchange relations : test of a theory of relational cohesion , 1996 .

[49]  H. Triandis,et al.  Multimethod probes of individualism and collectivism. , 1990 .

[50]  D. Tjosvold.  The Effects of Attribution and Social Context on Superiors' Influence and Interaction with Low Performing Subordinates. , 1985 .

[51]  Stephen G. Green,et al.  Development of Leader-Member Exchange: A Longitudinal Test , 1996 .