Guanxi and leader member relationships between American managers and Chinese employees : open-minded dialogue as mediator

Research output: Journal PublicationsJournal Article (refereed)

96 Citations (Scopus)

Abstract

Effective open relationships with employees can help foreign managers rely upon and utilize the local knowledge of their employees. One hundred and sixty-three Chinese employees from various industries in China were surveyed on their relationships (leadership-member relationship and personal guanxi) with American and Chinese managers, their constructive controversy, that is, their constructive controversy with them, and the job assignments and promotions received from their managers. Results support the hypotheses that quality leader-member relationship and personal guanxi promoted their constructive controversy, which in turn facilitated employees receiving challenging jobs and promotions. Results suggest that leader-member relationship and Chinese value of guanxi may be important for enhancing their constructive controversy; this kind of open dialogue can be a foundation upon which American managers can develop the confidence to give their Chinese employees challenging tasks and promotions.
Original languageEnglish
Pages (from-to)171-189
Number of pages19
JournalAsia Pacific Journal of Management
Volume24
Issue number2
DOIs
Publication statusPublished - 1 Jun 2007

Fingerprint

Mediator
Managers
Employees
Guanxi
Constructive controversy
Relationship value
Chinese values
Chinese managers
Local knowledge
China
Industry
Job assignment
Confidence

Keywords

  • Guanxi
  • Leader-member relationships
  • Open-minded dialogue

Cite this

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title = "Guanxi and leader member relationships between American managers and Chinese employees : open-minded dialogue as mediator",
abstract = "Effective open relationships with employees can help foreign managers rely upon and utilize the local knowledge of their employees. One hundred and sixty-three Chinese employees from various industries in China were surveyed on their relationships (leadership-member relationship and personal guanxi) with American and Chinese managers, their constructive controversy, that is, their constructive controversy with them, and the job assignments and promotions received from their managers. Results support the hypotheses that quality leader-member relationship and personal guanxi promoted their constructive controversy, which in turn facilitated employees receiving challenging jobs and promotions. Results suggest that leader-member relationship and Chinese value of guanxi may be important for enhancing their constructive controversy; this kind of open dialogue can be a foundation upon which American managers can develop the confidence to give their Chinese employees challenging tasks and promotions.",
keywords = "Guanxi, Leader-member relationships, Open-minded dialogue",
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AB - Effective open relationships with employees can help foreign managers rely upon and utilize the local knowledge of their employees. One hundred and sixty-three Chinese employees from various industries in China were surveyed on their relationships (leadership-member relationship and personal guanxi) with American and Chinese managers, their constructive controversy, that is, their constructive controversy with them, and the job assignments and promotions received from their managers. Results support the hypotheses that quality leader-member relationship and personal guanxi promoted their constructive controversy, which in turn facilitated employees receiving challenging jobs and promotions. Results suggest that leader-member relationship and Chinese value of guanxi may be important for enhancing their constructive controversy; this kind of open dialogue can be a foundation upon which American managers can develop the confidence to give their Chinese employees challenging tasks and promotions.

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