Regional differences in a national culture and their effects on leadership effectiveness: A tale of two neighboring Chinese cities

We argue that regional differences in a large culture influence leadership effectiveness. Studying the differences and their consequences on leader–member exchange (LMX) and the employee performances in two neighboring Chinese cities, our empirical results show significant differences between group...

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Bibliographic Details
Published inJournal of world business : JWB Vol. 48; no. 1; pp. 13 - 19
Main Authors Li, Ji, Tan, Yali, Cai, Zhenyao, Zhu, Hong, Wang, Xinran
Format Journal Article
LanguageEnglish
Published Greenwich Elsevier Inc 01.01.2013
Elsevier Science Ltd
Subjects
Asia Pacific Region
China
Chinese
Cultural differences
Effectiveness studies
Employee management relations
Employees
Experiment/theoretical treatment
Hong Kong
Job performance
Labour turnover
Leadership
Leader–member exchange
Management theory
National culture
Organizational behaviour
Regional differences
Regional variation
Social trends culture
Turnover
Hong Kong China
China
Shenzhen China
Leadership
Chinese
Leader–member exchange
Performance
Turnover
Regional differences
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Summary:We argue that regional differences in a large culture influence leadership effectiveness. Studying the differences and their consequences on leader–member exchange (LMX) and the employee performances in two neighboring Chinese cities, our empirical results show significant differences between group supervisors in Hong Kong and those in Shenzhen. Hong Kong supervisors apply the LMX technique more aggressively, and also more successfully than their Shenzhen counterparts in terms of improving employee performance and reducing turnover.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:1090-9516
1878-5573
DOI:10.1016/j.jwb.2012.06.002