The influences of Chinese culture on leadership style Dissertation

The influences of Chinese culture on leadership style - Dissertation Example It was likewise found that private sector employees experience all leadership styles more than their public sector counterparts. These outcomes are relevant to ensuring the satisfaction and retention of staff. Chapter 1 Introduction 1.1 Background of the Study Cross-cultural research has emphasized how culture can be strongly associated with leadership behaviours. Aside from practical needs, it is also of great importance that the influence of culture on leadership is investigated. The notion on the concept of leadership has now highlighted the fact that attitudes, behaviours, and values of leaders can vary due to national cultures (Liu, Fu, and Wu 2008). Moreover, it has also been asserted that leaders’ effectiveness considerably differs due to the culture with which such leaders function (Fikret-Pasa, Kabasakal, and Bodur 2001). Because strong evidence exists regarding the impact on national culture on the behaviour of leaders, the influence of Chinese culture on their style s of leadership has been widely documented (Wang, Tsui, and Xin 2011). The considerable transformation of the People’s Republic of China with regards to their political, economic and social aspects has caught the world’s interest over the previous years. Due to a planned economy that has become increasingly competitive during the past two decades, the country’s activities have become more incorporated into the global economy and has been observed to be a very significant player in the international market (Tsui and Lau 2002). China also remains to be the world’s largest Communist nation and is committed to function with its cultural influences in controlling and managing businesses. Nonetheless, traditional firms in China have continued to experience major organisational transformations as well as an increased competition due to numerous new and fresh entrepreneurial companies (Tsui and Lau 2002; Moody 2003). Such conditions develop a sense of uncertainty for firms and establishes a setting in which their leaders must possess and demonstrate a high level of good judgment to positively influence organisational outcomes (Boal and Hooijberg 2000). The more effective and cautious leaders are, the better their influence on decisions, and behavioural decisions will be, hence, better outcomes for their firms (Boal 2004). Moreover, traditional Chinese culture allow leaders to have dominant control and authority over their firms and have the main responsibility of making decisions as their subordinates expect guidance and consent from them. Leaders represent important figures in any organisation whose actions and decisions are observed and adopted by others (Farh and Cheng 2000). Chinese leaders were selected as the main topic for the current study as they function in a working environment that is characterized by constant environmental changes (Tsui, Schoonhoven, Meyer, Lau, and Milkovich 2004), yet their commitment to operate in accordance with cultural beliefs and values cannot be overemphasized. In environments characterized by ambiguity and instability, leaders are expected to provide their firms with a vision and direction for the future. China’s major transformation into free market competition has