Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Adair, W.L., Okumura, T. and Brett, J.M. 2001. Negotiation behavior when cultures collide: The United States and Japan. Journal of Applied Psychology, 86: 371–385.
Arygris, C. and Schon, D.A. 1978. Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison-Wesley.
Arygris, C. and Schon, D.A. 1996. Organizational Learning II: Theory, Method, and Practice. Reading, MA: Addison-Wesley.
Ashkanasy, N.M., Roberts, E.T. and Kennedy, J. (in press). The Egalitarian leader: Leadership in Australia and New Zealand. In D. Tjosvold and K. Leung (eds.), Leadership in Asia Pacific: Managing Relationships for Teamwork and Change. Singapore: World Scientific Publishing.
Bass, B.M. 1990. Bass and Stogdill’ Handbook of Leadership (3rd edn). New York: The Free Press.
Bass, B.M. 1997. Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52: 130–139.
Bauer, T.N. and Green, S.G. 1996. Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39: 1538–1567.
Bhanthumnavin, Duangduen and Bhanthumnavin, Duchduen. (In press). Leadership effectiveness in Thailand. In D. Tjosvold and K. Leung (eds.), Leadership in Asia Pacific: Managing Relationships for Teamwork and Change. Singapore: World Scientific Publishing Co.
Brodbeck, F.C., Frese, M. and Javidan, M. 2002. Leadership made in Germany: Low on compassion, high on performance. Academy of Management Executive, 16: 16–29.
Brower, H.H., Schoorman, F.D. and Tan, H.H. 2000. A model of relational leadership: The integration of trust and leader-member exchange. Leadership Quarterly, 11: 227–250.
Chen, X.P. and Farh, J.L. 2001. Transformational and transaction leader behaviors in Chinese organizations: Differential effects in the People’ Republic of China and Taiwan. In W.H. Mobley and M.W. McCall, Jr. (eds.), Advances in Global Leadership (Vol. II, pp. 101–126). Oxford: Elsevier Science.
Cheng, B.S. 1995. Authoritarian Values and Executive Leadership: The Case of Taiwanese Family Enterprises. Taiwan’ National Science Council. Taiwan: National Taiwan University (In Chinese).
Cheng, B.S., Farh, J.L. and Chang, H. 1999. Employee categorization and managerial behavior in the Chinese context: A theoretical model and its validation. Unpublished Paper.
Coleman, P. 2000. In M. Deutsch and P.T. Coleman (eds.), The Handbook of Conflict Resolution: Theory and Practice (pp. 475–495). San Francisco: Jossey-Bass.
Delugua, R.J. 1998. Leader-member exchange quality and effectiveness ratings. Group & Organization Management, 23: 189–216.
den Hartog, D.N., House, R.J., Hanges, P.J., Dorfman, P.W., Ruiz-Quintana, A. and GLOBE Associates. 1999. Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? Leadership Quarterly, 10(2): 219–256.
Deutsch, M. 1994. Constructive conflict resolution: Principles, training, and research. Journal of Social Issues, 50: 13–32.
Deutsch, M. 1949. A theory of cooperation and competition. Human Relations, 2: 129–152.
Deutsch, M. 1973. The Resolution of Conflict. New Haven, CT: Yale University Press.
Earley, P.C. and Mosakowski, E. 2000. Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43: 26–49.
Farh, J.L. and Cheng, B.S. 2000. A culture analysis of paternalistic leadership in Chinese organization. In A.S. Tsui and J.T. Li (eds.), Management and Organizations in China. London: Macmillan.
Gersick, C.J.G., Bartunek, J.M. and Dutton, J.E. 2000. Learning from academia: The importance of relationships in professional life. Academy of Management Journal, 43: 1026–1045.
Gerstner, C.R. and Day, D.V. 1997. Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82: 827–844.
Graen, G.B. and Uhl-Bien, M. 1995. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multilevel multi-domain perspective. Leadership Quarterly, 6: 219–347.
Heuer, M., Cummings, J.L. and Hutabarat, W. 1999. Cultural stability or change among managers in Indonesia? Journal of International Business Studies, 30: 599–610.
Ho, D.Y. 1976. On the concept of face. American Journal of Sociology, 81: 867–84.
House, R.J. and Aditya, R. 1997. The social scientific study of leadership: Quo vadis? Journal of Management, 23: 409–473.
Howell, J.M. and Hall-Merenda, K.E. 1999. The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84: 680–694.
Hui, C., Law, K.S. and Chen, Z.X. 1999. A structural equation model of the effects of negative affectivity, leader-member exchange, and perceived job mobility on in-role and extra-role performance: A Chinese case. Organizational Behavior and Human Decision Processes, 77: 3–21.
Hui, C., Tjosvold, D. and Ding, D. 1998. Organizational justice and citizenship behavior in China: Goal interdependence as mediator. Paper, submitted for publication. Chinese University of Hong Kong.
Hunt, J.G. and Dodge, G.E. 2000. Leadership de ja vu all over again. Leadership Quarterly, 11: 435–458.
Hwang, K.K. 1987. Face and favor: the Chinese power game. American Journal of Sociology, 92: 944–974.
Johnson, D.W. and Johnson, R.T. 1989. Cooperation and Competition: Theory and Research. Edina, MN: Interaction Book Company.
Kanter, R.M. 1977. Men and Women of the Corporation. New York: Basic Books.
Kanter, R.M. 1979. Power Failure in Management Circuits (pp. 65–75). Harvard Business Review.
Kashima, Y., Siegel, M., Tanaka, K. and Kashima, E.S. 1992. Do people believe behaviors are consistent with attitudes? Toward a cultural psychology of attribution processes. British Journal of Social Psychology, 331: 111–124.
Kerr, S. and Schrieshiem, C.A. 1974. Consideration, initiating structure, and organizational criteria: An update of Korman’ 1966 review. Personnel Psychology, 27: 555–568.
Kilduff, Angelmar, R. and Mehra, A. 2000. Top management-team diversity and firm performance: Examining the role of cognitions. Organization Science, 11: 21–34.
Kim, U., Triandis, H.C., Kagitcibasi, C., Choi, S. and Yoon, G. 1994. Individualism and Collectivism: Theory, Method and Applications. Newbury Park, CA: Sage.
Kipnis, D. 1976. The Powerholders. Chicago: University of Chicago Press.
Knight, D., Pearce, C.L., Smith, K.G., Olain, J.D., Sims, Jr., H.P., Smith, K.A. and Flood, P. 1999. Top management team diversity, group process and strategic consensus. Strategic Management Journal, 20: 446–465.
Ko, W. (in press). Leadership challenges and excellence in Singapore. In D. Tjosvold and K. Leung (eds.), Leadership in Asia Pacific: Managing Relationships for Teamwork and Change. Singapore: World Scientific Publishing.
Kouzes, J.M. and Posner, B.Z. 1995. The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. San Francisco: Jossey-Bass.
Kozan, M.K. and Ergin, C. 1999. The influence of intra-cultural value differences on conflict management practices. International Journal of Conflict Management, 10: 249–267.
Kramer, R.M. and Messick, D.M. 1995. Negotiation as a Social Process. Thousand Oaks, CA: Sage Publications.
Law, S.A., Hui, C. and Tjosvold, D. 1998. Relational Approach to Understanding Conflict Management: Integrating the Theory of Cooperation and Competition, Leader-Member Relationship, and In-Role and Extra-Role Performance. Paper submitted for publication, Hong Kong University of Science and Technology, Hong Kong.
Leung, K. 1997. Negotiation and reward allocations across cultures. In P.C. Earley and M. Erez (eds.), New Perspectives on International Industrial/Organizational Psychology (pp. 640–675). San Francisco: Jossey-Bass.
Leung, K. (In press). Effective conflict resolution for intercultural disputes. In T. Gärling, G. Backenroth-Ohsako, B. Ekehammar and L. Jonsson (eds.), Diplomacy and Psychology: Prevention of Armed Conflicts After the Cold War.
Leung, K., Koch, T.P. and Lu, L. (2002). A dualistic model of harmony and its implications for conflict management in Asia. Asia Pacific Journal of Management, 19: 201–220.
Markus, H.R. and Kitayama, S. 1991. Culture and self: Implications for cognition, emotion and motivation. Psychological Review, 98: 224–253.
Matsui, T., Ohtsuka, Y. and Kikuchi, A. 1978. Consideration and structure behaviour as reflections of supervisory interpersonal values. Journal of Applied Psychology, 63(2): 259–62.
McClelland, D.C. 1975. Power: The Inner Experience. New York: Irvington Publishers, Inc.
Mills, J. and Clark, M.S. 1982. Exchange and communal relationships. In L. Wheeler (ed.), Review of Personality and Social Psychology (Vol. 3). Beverly Hills, CA: Sage.
Misumi, J. 1985. The Behavioral Science of Leadership. Ann Arbor, MI: University of Michigan Press.
Misumi, J. and Peterson, M.F. 1985. The Performance-Maintenance (PM) theory of leadership: Review of a Japanese research program. Administrative Science Quarterly, 30: 198–223.
Morris, M.W., Williams, K.Y., Leung, K., Larrick, R., Mendoza, M.T., Bhatnagar, D., Li, J., Kondo, M., Luo, J.L. and Hu, J.C. 1998. Conflict management style: Accounting for crossnational differences. Journal of International Business Studies, 29: 729–748.
Oyserman, D., Coon, H.M., and Kemmelmeier, M. 2002. Rethinking individualism and collectivism: Evaluation of theoretical assumptions and meta-analyses. Psychological Bulletin, 128: 3–72.
Pfeffer, J. 1981. Power in Organizations. Boston: Pittman.
Pye, L.W. 1985. Asian Power and Politics: The Cultural Dimensions of Authority. Cambridge, MA: Harvard University Press.
Ralston, D.A., Egri, C.P., Stewart, S., Terpstra, R.H. and Kaicheng, Y. 1999. Doing business in the 21st century with the new generation of Chinese managers: A study of generational shifts in work values in China. Journal of International Business Studies, 30: 415–428.
Rao, A. and Hashimoto, K. 1996. Intercultural influence: A study of Japanese expatriate managers in Canada. Journal of International Business Studies, 27: 443–466.
Redding, S.G. 1990. The Spirit of Chinese Capitalism. Berlin: Walter de Gruyter.
Salk, J.E. and Brannen, M.Y. 2000. National culture, networks, and individual influence in a multinational management team. Academy of Management Journal, 43: 191–202.
Sampson, E.E. 2001. Reinterpreting individualism and collectivism: Their religious roots and monologic versus dialogic person-other relationship. American Psychologist, 55: 1425–1432.
Schlevogt, K.A. 2001. Institutional and organizational factors affecting effectiveness: Geoeconomic comparison between Shanghai and Beijing. Asia Pacific Journal of Management, 18: 519–551.
Schriesheim, C.A., Neider, L.L. and Scandura, T.A. 1998. Delegation and leader-member exchange: Main effects, moderators, and measurement issues. Academy of Management Journal, 41: 298–318.
Silin, R.F. 1976. Leadership and Values. Cambridge, MA: Harvard University Press.
Sinha, J.B.P., Sinha, T.N., Verma, J. and Sinha, R.B.N. 2001. Collectivism coexisting with individualism: An Indian scenario. Asian Journal of Social Psychology, 4: 133–145.
Smith, P.B. 2002. Culture’ consequences: Something old and something new. Human Relations, 55: 119–135.
Smith, P.B., Misumi, J., Peterson, M.F., Tayeb, M.H. and Bond, M.H. 1989. On the generality of leadership styles across cultures. Journal of Occupational Psychology, 62: 97–110.
Smith, P.B. and Peterson, M.F. 1988. Leadership, Organisations and Culture: An Event Management Model. London: Sage.
Smith, P.B., Peterson, M.F., Misumi, J. and Bond, M.H. 1992. A cross-cultural test of the Japanese PM leadership theory. Applied Psychology: An International Review, 41: 5–19.
Smith, P.B., Peterson, M.F., Schwartz, S.H. and 36 co-authors. 2002. Cultural values, sources of guidance and their relevance to managerial behaviour: A 47 nation study. Journal of Cross-Cultural Psychology, 33: 188–208.
Smith, P.B., Wang, Z.M. and Leung, K. 1997. Leadership, decision-making and cultural context. Leadership Quarterly, 8: 413–431.
Smith, P.B., Yanchuk, V.A. and Sekun, V.I. 2001. Management behaviour in Belarus organizations. Report to International Association for the promotion of co-operation with scientists from the newly independent states of the former Soviet Union (INTAS): Brussels.
Spencer-Oatey, H. 1997. Unequal relationships in high and low power distance societies: A comparative study of tutor-student role relations in Britain and China. Journal of Cross-Cultural Psychology, 28: 284–302.
Stogdill, R.A. and Coons, A.E. 1957. Leader Behavior: Its Description and Measurement. Columbus, OH: Ohio State University, Bureau of Business Research.
Stogdill, R.M. 1974. Handbook of Leadership: A Survey of Literature. New York: Free Press.
Su, F., Chen, Y.F. and Tjosvold, D. 2003. Goal Interdependence for Working Across Cultural Boundaries: Chinese Employees with Foreign Managers. Paper, Academy of Management, Seattle, Washington.
Teehankee, B.L. (in press). Culturally sensitive leadership in the Philippine setting. In D. Tjosvold and K. Leung (eds.), Leadership in Asia Pacific: Managing Relationships for Teamwork and Change. Singapore: World Scientific Publishing.
Thomas, D.C. and Ravlin, E.C. 1995. Responses of employees to cultural adaptation by a foreign manager. Journal of Applied Psychology, 80: 133–146.
Ting-Toomey, S. 1988. A face negotiation theory. In Y.Y. Kim and W.B. Gudykunst (eds.), Theory and Intercultural Communication (pp. 47–92). Thousand Oaks, CA: Sage.
Ting-Toomey, S. 1999. Communicating Across Cultures. New York: Guilford Press.
Tjosvold, D. 1981. Unequal power relationships within a cooperative or competitive context. Journal of Applied Social Psychology, 11: 137–150.
Tjosvold, D. 1985a. Effects of attribution and social context on superiors’ influence and interaction with low performing subordinates. Personnel Psychology, 38: 361–376.
Tjosvold, D. 1985b. Implications of controversy research for management. Journal of Management, 11: 21–37.
Tjosvold, D. 1985c. Power and social context in superior-subordinate interaction. Organizational Behavior and Human Decision Processes, 35: 281–293.
Tjosvold, D. 1991. Conflict-Positive Organization: Stimulate Diversity and Create Unity. Reading, MA: Addison-Wesley.
Tjosvold, D. 1993. Learning to Manage Conflict: Getting People to Work Together Productively. New York: Lexington Books.
Tjosvold, D. 1998. The cooperative and competitive goal approach to conflict: Accomplishments and challenges. Applied Psychology: An International Review, 47: 285–313.
Tjosvold, D. 1999. Bridging East and West to develop new products and trust: Interdependence and interaction between a Hong Kong parent and North American subsidiary. International Journal of Innovation Management, 3: 233–252.
Tjosvold, D., Chen, G. and Liu, C.H. 2001, July. Interdependence, Mutual Enhancement and Strategic Advantage: Top Management Teams in China. Paper, Social Interdependence Theory Conference, Minneapolis, MN.
Tjosvold, D., Coleman, P.T. and Sun, H. (2003). Effects of organizational values on leader’ use of information power to affect performance in China. Group Dynamics: Theory, Research, and Practice, 7: 152–167.
Tjosvold, D., Hui, C. and Law, K. 1998. Empowerment in the leader relationship in Hong Kong: Interdependence and controversy. Journal of Social Psychology, 138: 624–637.
Tjosvold, D., Hui, C. and Sun, H. 2000. Building Social face and open-mindedness: Constructive conflict in Asia. In C.M. Lau, K.S. Law, D.K. Tse and C.S. Wong (eds.), Asian Management Matters: Regional Relevance and Global Impact (pp. 4–16). London: Imperial College Press.
Tjosvold, D. and Moy, J. 1998. Managing employees in China from Hong Kong: Interaction, relationships, and productivity as antecedents to motivation. Leadership & Organization Development Journal.
Tjosvold, D. and Poon, M. 2001. Power, Conflict, and Scarce Resources: Using Conflict to Develop Quality Budgets. Paper, submitted for publication. Hong Kong: Lingnan University.
Tjosvold, D. and Sun, H. 2001. Faces of Power in China: Effects of Social Contexts on Use of Managerial Power. Paper, submitted for publication. Hong Kong: Lingnan University.
Tjosvold, D. and Sun, H. (in press). Openness among Chinese in conflict: Effects of direct discussion and warmth on integrated decision making. Journal of Applied Social Psychology.
Tjosvold, D. and Sun, H. (2001). Social face in conflict among Chinese: Effects of affronts to person and position. Group Dynamics: Theory, Research, and Practice, 4: 259–271.
Tjosvold, D., Wong, M.L. and Liu, C.H. 2002, June. Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders. Paper, San Juan, Puerto Rico: Academy of International Business.
Tjosvold, D., Yu, Z.Y. and Liu, C.H. 2001. Collectivist and Individualistic Values in the Leader Relationship: Openness and Employee Commitment and Performance. Paper. Hong Kong: Lingnan University.
Triandis, H. C. 1995. Individualism and Collectivism. Boulder, CO: Westview Press.
Triandis, H.C. 1990. Cross-cultural studies of individualism and collectivism. In J. Berman (ed.), Nebraska Symposium on Motivation, 1989 (pp. 41–133). Lincoln, Nebraska: University of Nebraska Press.
Trompenaars, F. 1993. Riding the Waves of Culture. London: Economist Books.
Tsui, A.S. and Farh, J.L. 1997. Where Guanxi matters: Relational demography and guanzi in the Chinese context. Work and Occupation, 24: 56–79.
Tung, R. 1991. Handshakes across the sea: Cross-cultural negotiating for business success. Organizational Dynamics, 14: 30–40.
Wakabayashi, M. and Graen, G. 1984. The Japanese career progress study: A 7-year follow-up. Journal of Applied Psychology, 69: 603–614.
Wakabayashi, M., Graen, G. and Uhl-Bien, M. 1990. Generalizability of the hidden investment hypothesis among Japanese line managers in five leading Japanese corporations. Human Relations, 43(11): 1099–1115.
Weber, M. 1947. The Theory of Social and Economic Organization. New York: Oxford University Press.
Westwood, R. 1997. Harmony and patriarchy: The cultural basis for “paternalistic headship” among the Overseas Chinese. Organization Studies, 18: 445–480.
White, S. 2001. Asian management matters: Regional relevance and global impact. Asia Pacific Journal of Management, 18: 121–124.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2004 Kluwer Academic Publishers
About this chapter
Cite this chapter
Tjosvold, D., Wong, A., Hui, C. (2004). Leadership Research in Asia. In: Leung, K., White, S. (eds) Handbook of Asian Management. Springer, Boston, MA. https://doi.org/10.1007/1-4020-7932-X_13
Download citation
DOI: https://doi.org/10.1007/1-4020-7932-X_13
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4020-7754-8
Online ISBN: 978-1-4020-7932-0
eBook Packages: Springer Book Archive