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 journalArticlepeer-review

20 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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