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Leadership, Diversity and Cross-Cultural Leadership in China and Australia

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Abstract

The aim of this study was to determine the preferred leadership style of Australian and Chinese leaders from the hospitality industry and the impact of cultural and socio-economic variables on their leadership styles. The methodology was a survey of 500 hospitality industry employees from each country using a structured questionnaire which collected data on demographics and leadership styles. The findings confirmed that Australian and Chinese managers use both transformational and transactional leadership styles, but Australians prefer transformational leadership more so than their Chinese counterparts. Age, education, sex and ethnicity were all related to leadership style. Persons who were older and with higher levels of education were more likely to use transformational leadership and those who were younger (20–30) preferred transactional leadership styles. The less educated were more likely to use Laissez Faire Leadership. There was little difference between the participants due to sex.

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Acknowledgements

The primary author would like to thank the Australian government for its assistance and support during his Endeavour Research Fellowship. The award enabled the author to collect the data that has been analysed in this chapter. For more information about the Endeavour Scholarships and Fellowships, please visit http://internationaleducation.gov.au/endeavour.

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Correspondence to Heath S. Grow .

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Grow, H.S., Armstrong AM, A.F. (2017). Leadership, Diversity and Cross-Cultural Leadership in China and Australia. In: Muenjohn, N., McMurray, A. (eds) The Palgrave Handbook of Leadership in Transforming Asia. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-57940-9_1

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