Combinative Aspects of Leadership Style: A Comparison of Australian and Chinese Followers
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- Casimir, G. & Li, Z. Asian Bus Manage (2005) 4: 271. doi:10.1057/palgrave.abm.9200132
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As foreign investment flows into China, so too do foreign managers and management theories. China is Australia's third-largest trading partner, while Australia ranks in China's top-ten. As a consequence, there is a lot of interaction between Australian and Chinese organizations. It is therefore worth examining the preferred management styles of Chinese and Australians, due to the increasing need for international managers from these two countries to adapt to the requirements of different cultural contexts. This study is the first to provide a cross-cultural comparison of followers’ preferences for combinative aspects of leadership style with regard to task-oriented leadership and socio-emotional leadership. Data were obtained from white-collar employees in Australia (n=101) and China (n=116) who provided Like/Dislike responses and rankings for four combinative styles relating to task-oriented leadership (ie Pressure) and socio-emotional leadership (ie Support). Both groups preferred to receive Pressure and Support contiguously and to not receive Pressure on its own. Differences in preferred combinative styles were found and these are discussed in terms of power distance and uncertainty avoidance.