Online from: 1994
Subject Area: International Business
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|Title:||Regional differences in managerial leader behaviour preferences in China|
|Author(s):||Romie F. Littrell, (AUT Business School, Auckland University of Technology, Auckland, New Zealand), Ilan Alon, (Rollins College, Winter Park, Florida, USA), Ka Wai Chan, (Department of Management, University of Macau, Macau SAR, People's Republic of China)|
|Citation:||Romie F. Littrell, Ilan Alon, Ka Wai Chan, (2012) "Regional differences in managerial leader behaviour preferences in China", Cross Cultural Management: An International Journal, Vol. 19 Iss: 3, pp.315 - 335|
|Keywords:||China, Leadership, Management, Regional differences|
|Article type:||Research paper|
|DOI:||10.1108/13527601211247071 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The authors express their appreciation to Mr Roger Lim Siew Chuan, now living in Singapore, hotel Management Consultant and past hotel General Manager, for continuing support of managerial leadership studies in Zhengzhou, China.|
Purpose – This study demonstrates the complexities of analyzing determinants of leader behaviour preference dimension differences between and within national cultures. Culture is firmly established as important and influential effects in the international business environment. However, intra-country regional cultural differences are relatively neglected. The purpose of this paper is to help fill this gap.
Design/methodology/approach – Field survey research, the Leadership Behaviour Description Questionnaire XII (LBDQ XII) was administered to people working in business organizations in Zhengzhou City, Henan Province; Hangzhou City, Jiangsu Province; Guangzhou City, Guangdong Province; and in the Macau Special Administrative Region, in the People's Republic of China.
Findings – Significant differences were found amongst the samples for each of the 12 leader behaviour dimensions of the LBDQ XII, with the exception that the nearby regions of Guangzhou and Macau exhibited no differences. The results indicate that “culture areas” exist in China, distinctly different from one another.
Practical implications – The results are based upon differences in mean of leader behaviour preference dimension scores amongst businesspeople in specific geographic regions; the usual level of analysis caveats apply: preferences of individuals will not conform perfectly to the means of the groups of which they are members.
Social implications – As interactions with businesspeople pervade life, knowledge of regional differences in expectations of their behaviour can facilitate more successful transactions.
Originality/value – The study provides the first multi-regional empirical study of preferred leader behaviour of businesspeople in China, indicating preferences for managerial leader behaviour vary across regions. The findings can be used to develop awareness of differences managerial leader education, training, and development programmes for expatriate and local businesspeople.
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