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 journalJournal articlepeer-review

    25 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 languageEnglish
    Pages (from-to)13-19
    Number of pages7
    JournalJournal of World Business
    Volume48
    Issue number1
    DOIs
    Publication statusPublished - 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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