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


  • Chen, Yi Feng
  • Tjosvold, Dean


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

    1. Li, Jiatao & Xin, Katherine R. & Tsui, Anne & Hambrick, Donald C., 1999. "Building effective international joint venture leadership teams in China," Journal of World Business, Elsevier, vol. 34(1), pages 52-68, April.
    2. Swierczek, Frederic & Hirsch, Georges, 1994. "Joint ventures in Asia and multicultural management," European Management Journal, Elsevier, vol. 12(2), pages 197-209, June.
    3. Alper, Steve & Tjosvold, Dean & Law, Kenneth S., 1998. "Interdependence and Controversy in Group Decision Making: Antecedents to Effective Self-Managing Teams," Organizational Behavior and Human Decision Processes, Elsevier, vol. 74(1), pages 33-52, April.
    4. Hui, Chun & Law, Kenneth S. & Chen, Zhen Xiong, 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, Elsevier, vol. 77(1), pages 3-21, January.
    5. Mathieu, John E. & Hofmann, David A. & Farr, James L., 1993. "Job Perception-Job Satisfaction Relations: An Empirical Comparison of Three Competing Theories," Organizational Behavior and Human Decision Processes, Elsevier, vol. 56(3), pages 370-387, December.
    6. Geert Hofstede, 1994. "Management Scientists Are Human," Management Science, INFORMS, vol. 40(1), pages 4-13, January.
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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.


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