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Cross-cultural leadership: Goal interdependence and leader-member relations in foreign ventures in China

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  • Chen, Yi Feng
  • Tjosvold, Dean

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.

Suggested Citation

  • Chen, Yi Feng & Tjosvold, Dean, 2005. "Cross-cultural leadership: Goal interdependence and leader-member relations in foreign ventures in China," Journal of International Management, Elsevier, vol. 11(3), pages 417-439, September.
    • Handle: RePEc:eee:intman:v:11:y:2005:i:3:p:417-439
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    References listed on IDEAS

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    Cited by:

    1. Dan Nie & Anna-Maija Lämsä, 2015. "The Leader–Member Exchange Theory in the Chinese Context and the Ethical Challenge of Guanxi," Journal of Business Ethics, Springer, vol. 128(4), pages 851-861, June.
    2. Gao, Jinsong & Arnulf, Jan Ketil & Henning, Kristoffersen, 2011. "Western leadership development and Chinese managers: Exploring the need for contextualization," Scandinavian Journal of Management, Elsevier, vol. 27(1), pages 55-65, March.

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