Leadership-Management preferences at the workplace and across cultures in China

Abstract

This study aims to cross-culturally validate Lek, Chioang and Ang [2012] findings on leadership-management preferences (LMP), and to explore the relationship between LMP and leadership-management competencies (LMC) as well as the relationship between LMC and job performance. Paper-and-pencil surveys were administered to employees and their immediate superiors from 5 organisations in Tianjin, China. The surveys were developed by translating various existing measures from English to Mandarin. Back-translation was also carried out to ensure the accuracy of the translation.

Results from 230 participants showed that the constructs of leadership and management preferences were less distinct compared to the Singapore sample. Uncertainty avoidance had a stronger relationship with preference for management than preference for leadership. The findings also highlighted that job performance was more positively related to management competencies than leadership competencies. Lastly, future research areas and limitations were discussed.