Expatriate or local bosses? HCN subordinates' preferences in leadership behaviour

Jan Selmer

Research output: Contribution to journalJournal articlepeer-review

29 Citations (Scopus)


This article explores host-country national subordinates' preferences in leadership behaviour comparing expatriate bosses and local bosses. From a sample of 240 middle managers in Hong Kong with experience with both local Chinese bosses and expatriate bosses from a broad spectrum of Western and Asian countries, it was found that the subordinate managers assessed the leadership behaviour of their expatriate bosses to be significantly closer to that of their perceived ideal boss. American leadership behaviour was the most preferred and Japanese leader style was the least preferred, with British leadership style comprising a middle group. Implications of these findings for international business firms and future academic research are discussed.

Original languageEnglish
Pages (from-to)165-178
Number of pages14
JournalInternational Journal of Human Resource Management
Issue number1
Publication statusPublished - Feb 1996
Externally publishedYes

Scopus Subject Areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

User-Defined Keywords

  • Expatriate bosses
  • Local bosses
  • Preferred leadership behaviour


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