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

Ji Li; Yali Tan; Zhenyao Cai; Hong Zhu; Xinran Wang

doi:10.1016/j.jwb.2012.06.002

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

Ji Li^*, Yali Tan, Zhenyao Cai, Hong Zhu, Xinran Wang

^*Corresponding author for this work

Research output: Contribution to journal › Journal article › peer-review

26 Citations (Scopus)

Abstract

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.

Original language	English
Pages (from-to)	13-19
Number of pages	7
Journal	Journal of World Business
Volume	48
Issue number	1
DOIs	https://doi.org/10.1016/j.jwb.2012.06.002
Publication status	Published - Jan 2013

Scopus Subject Areas

Business and International Management
Finance
Marketing

User-Defined Keywords

Chinese
Leader-member exchange
Leadership
Performance
Regional differences
Turnover

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10.1016/j.jwb.2012.06.002

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abstract = "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.",

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AU - Cai, Zhenyao

AU - Zhu, Hong

AU - Wang, Xinran

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AB - 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.

KW - Chinese

KW - Leader-member exchange

KW - Leadership

KW - Performance

KW - Regional differences

KW - Turnover

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DO - 10.1016/j.jwb.2012.06.002

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

Abstract

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