Cross-cultural leadership : goal interdependence and leader-member relations in foreign ventures in China
Document Type
Journal article
Source Publication
Journal of International Management
Publication Date
1-1-2005
Volume
11
Issue
3
First Page
417
Last Page
439
Keywords
Cross-cultural leadership, Goal interdependence, Leader-member relationships
Abstract
Cross-cultural leadership may be particularly challenging, as there are significant barriers to developing an effective relationship between managers and employees. Two hundred and thirty Chinese employees from various industries in Chinese Mainland were surveyed on their relationship with their American, Asian, and Chinese managers. Results, including structural equation analyses, support the hypotheses that cooperative, but not competitive or independent, goals help employees and their foreign managers develop a quality leader-member exchange relationship, which in turn improve leader effectiveness, employee commitment, and future collaboration. Cooperative goals may be an important way to overcome obstacles and develop an effective leader relationship within and across cultural boundaries.
DOI
10.1016/j.intman.2005.06.007
Print ISSN
10754253
E-ISSN
18730620
Publisher Statement
Copyright © 2005 Elsevier Inc
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Chen, Y. F., & Tjosvold, D. (2005). Cross-cultural leadership: Goal interdependence and leader-member relations in foreign ventures in China. Journal of International Management, 11(3), 417-439. doi: 10.1016/j.intman.2005.06.007