Title

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

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