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A Comparative Study on Leadership Styles between the Chinese and American Managers in IT Multinational Companies in China: From a Cross-Cultural Perspective

Author: ZhangShuLing
Tutor: WangGuanFu
School: University of Foreign Trade and Economic
Course: Foreign Linguistics and Applied Linguistics
Keywords: Leadership style Cultural values Cross-cultural communication
CLC: G04
Type: Master's thesis
Year: 2006
Downloads: 442
Quote: 0
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Abstract


The culture is one of the power system of the leadership of the leadership, execution, cohesion, control and vigor. Different regional cultures different leadership theory and behavior, which will produce different leadership effectiveness. Modern leadership is being affected by the impact of multiculturalism in the internationalization process of globalization competitive leadership activities, leadership activities by the full impact of people's values, ethics, codes of conduct, social customs, when combined with different cultural, different cultural models of leadership and leadership style, how modern leadership sought with multiculturalism will pass, but also to absorb the active ingredients of multiculturalism? how to solve modern leadership and cultural aspects of the possible development of the concept of the clash of values ??to solve modern leadership style and the behavior patterns acclimatized phenomenon? key to the success of these are modern leadership. The purpose of this study is to verify the theory of the structure of the Chinese culture, transformational leadership, from the point of view of the cross-cultural comparison U.S. multinational companies in China Sino-US managers leadership style differences and cultural factors causing these differences. The article focuses on three leadership styles: transactional leadership (The transactional leadership), transformational (transformational leadership) leadership and the laissez-faire leadership (laissez-faire leadership), respectively, from the Contingency Awards transactional leadership (Contingent reward), exceptions management (Management-by-Exception), transformational leadership, charismatic leadership (Idealized Influence), inspire encouraged (Inspirational Motivation), individual care (Individualized Consideration), intellectual guide (IntellectualStimulation) and laissez-faire leadership seven fronts. First application of the theory of cultural dimensions of the Sino-US managers' leadership style differences based on five assumptions, and then using the multi-factor leadership behavior questionnaire (Multifactor Leadership Questionnaire), Microsoft, Oracle, Cisco and The IBM four large IT multinationals employees questionnaires, to use Quantitative and stereotypes analysis to test the hypothesis whether established. The findings basically support the hypothesis put forward by the author, as well as some new discoveries. Finally, on the basis of the findings, we draw the appropriate conclusions, and cross-cultural background, especially in the effective leadership of China and American multinationals managers provide the corresponding recommendations.

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