Effective Japanese leadership in China : co-operative goals and applying abilities for mutual benefit

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

14 Citations (Scopus)

Abstract

In the global marketplace, managers and employees must work together even though they may have suspicions based on their different countries' historical rivalry. Social psychological research suggests that co-operative goals and applying abilities for mutual benefit can strengthen the leader relationship between Japanese managers and their Chinese employees. Working in Japanese enterprises in Shanghai, China, 100 employees in private Japanese companies in China indicated their goal interdependence with their Japanese and Chinese managers, their applying abilities for mutual benefit and their conclusions that their manager had valuable abilities and was an effective leader. Structural equation analysis suggested that applying abilities for mutual benefit mediates the relationship between goal interdependence and leader resourcefulness and effectiveness, especially when the manager is Chinese and less so when their manager is Japanese. These results, coupled with previous research, were interpreted as suggesting that co-operative goals and applying abilities for mutual benefit contribute to effective leadership even when managers and employees have different nationalities.
Original languageEnglish
Pages (from-to)730-749
Number of pages20
JournalInternational Journal of Human Resource Management
Volume15
Issue number4/5
DOIs
Publication statusPublished - 1 Jun 2004

Fingerprint

Managers
Personnel
China
Industry
Employees
Goal interdependence

Keywords

  • Applying abilities
  • Goal interdependence
  • Japanese
  • Leadership

Cite this

@article{216953de521243b5b04dcaa29e416092,
title = "Effective Japanese leadership in China : co-operative goals and applying abilities for mutual benefit",
abstract = "In the global marketplace, managers and employees must work together even though they may have suspicions based on their different countries' historical rivalry. Social psychological research suggests that co-operative goals and applying abilities for mutual benefit can strengthen the leader relationship between Japanese managers and their Chinese employees. Working in Japanese enterprises in Shanghai, China, 100 employees in private Japanese companies in China indicated their goal interdependence with their Japanese and Chinese managers, their applying abilities for mutual benefit and their conclusions that their manager had valuable abilities and was an effective leader. Structural equation analysis suggested that applying abilities for mutual benefit mediates the relationship between goal interdependence and leader resourcefulness and effectiveness, especially when the manager is Chinese and less so when their manager is Japanese. These results, coupled with previous research, were interpreted as suggesting that co-operative goals and applying abilities for mutual benefit contribute to effective leadership even when managers and employees have different nationalities.",
keywords = "Applying abilities, Goal interdependence, Japanese, Leadership",
author = "Chunhong LIU and TJOSVOLD, {Dean William} and May WONG",
year = "2004",
month = "6",
day = "1",
doi = "10.1080/0958519042000192924",
language = "English",
volume = "15",
pages = "730--749",
journal = "International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "4/5",

}

Effective Japanese leadership in China : co-operative goals and applying abilities for mutual benefit. / LIU, Chunhong; TJOSVOLD, Dean William; WONG, May.

In: International Journal of Human Resource Management, Vol. 15, No. 4/5, 01.06.2004, p. 730-749.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

TY - JOUR

T1 - Effective Japanese leadership in China : co-operative goals and applying abilities for mutual benefit

AU - LIU, Chunhong

AU - TJOSVOLD, Dean William

AU - WONG, May

PY - 2004/6/1

Y1 - 2004/6/1

N2 - In the global marketplace, managers and employees must work together even though they may have suspicions based on their different countries' historical rivalry. Social psychological research suggests that co-operative goals and applying abilities for mutual benefit can strengthen the leader relationship between Japanese managers and their Chinese employees. Working in Japanese enterprises in Shanghai, China, 100 employees in private Japanese companies in China indicated their goal interdependence with their Japanese and Chinese managers, their applying abilities for mutual benefit and their conclusions that their manager had valuable abilities and was an effective leader. Structural equation analysis suggested that applying abilities for mutual benefit mediates the relationship between goal interdependence and leader resourcefulness and effectiveness, especially when the manager is Chinese and less so when their manager is Japanese. These results, coupled with previous research, were interpreted as suggesting that co-operative goals and applying abilities for mutual benefit contribute to effective leadership even when managers and employees have different nationalities.

AB - In the global marketplace, managers and employees must work together even though they may have suspicions based on their different countries' historical rivalry. Social psychological research suggests that co-operative goals and applying abilities for mutual benefit can strengthen the leader relationship between Japanese managers and their Chinese employees. Working in Japanese enterprises in Shanghai, China, 100 employees in private Japanese companies in China indicated their goal interdependence with their Japanese and Chinese managers, their applying abilities for mutual benefit and their conclusions that their manager had valuable abilities and was an effective leader. Structural equation analysis suggested that applying abilities for mutual benefit mediates the relationship between goal interdependence and leader resourcefulness and effectiveness, especially when the manager is Chinese and less so when their manager is Japanese. These results, coupled with previous research, were interpreted as suggesting that co-operative goals and applying abilities for mutual benefit contribute to effective leadership even when managers and employees have different nationalities.

KW - Applying abilities

KW - Goal interdependence

KW - Japanese

KW - Leadership

UR - http://commons.ln.edu.hk/sw_master/2081

U2 - 10.1080/0958519042000192924

DO - 10.1080/0958519042000192924

M3 - Journal Article (refereed)

VL - 15

SP - 730

EP - 749

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

IS - 4/5

ER -