1 / 34

Does Globalization Matter : The Change of Power Distance and Its Effects on Authoritarian Leadership in Chinese Organiz

Does Globalization Matter : The Change of Power Distance and Its Effects on Authoritarian Leadership in Chinese Organizations . Li-Fang Chou Bor-Shiuan Cheng Kaohsiung Medical University National Taiwan University

bernad
Download Presentation

Does Globalization Matter : The Change of Power Distance and Its Effects on Authoritarian Leadership in Chinese Organiz

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Does Globalization Matter : The Change of Power Distance and Its Effects on Authoritarian Leadership in Chinese Organizations Li-Fang Chou Bor-Shiuan Cheng Kaohsiung Medical University National Taiwan University Globalization and Development in Chinese Economic Region Conference, June 22, 2006 in Taipei, R. O. C

  2. Presentation Outline • Introduction • Research Purposes • Theoretical Review • Research framework • 2 Studies (Results and Summary) • Discussion

  3. Introduction • Globalization and Leadership • Paternalistic Leadership (PL) • Combines strong discipline and authority with fatherly benevolence and moral integrity couched in a personalistic atmosphere (Farh & Cheng, 2000) • Authoritarian Leadership (AL) of PL • Leader take rigorous control over subordinates and demands complete obedience .

  4. Introduction • Leadership and authoritarian values under Globalization • The transformation of AL • The Change of power distance values regarding authority • The effectiveness of transformational AL and the key role of power distance within the relationship between transformational AL and individual outcome

  5. Study Purpose • To probe into the influencing factors that will affect the difference of employees’ power distance. • To realize the effects of different power distance values upon transformationalauthoritarian leadership. • To better understand the effectiveness of authoritarian leadership across individuals holding difference power distance

  6. Relative theories and Previous Studies • The impact of Globalization on Organizational Behavior--leadership • Transcendence / compression of space and economic, technology and information circulation • Cultural aspect, globalization → values homogeneous or heterogeneous all over the world /nation /organization ? Globalization →Culture values → Leadership

  7. Relative theories and Previous Studies • What happen to Authoritarian Leadership in Chinese under Globalization ? Will be disappeared ? or transformed ? • According to the content of AL, Farh & Cheng (2000) suggested that • AL behavior hurts subordinates dignity— should and will be lessened. • AL behavior about performance, principle, and core values –should and will be retained or reinforced.

  8. People-related AL - Emphasizing leader’s personal authority - Control over Subordinate - Focus on subordinate’s compliance and fear toward leader. - Unwilling to delegate, ignore sub. suggestion, information manipulation… Task-related AL - Emphasizing high performance standards, norms and core values which were built by leader or organization - Control over task or job process and detail - Focus on subordinate’s performance and work attitude. - Didactic behavior, monitor work process, high- goal setting… Relative theories and Previous Studies • The Transformation of Authoritarian Leadership(Jen, Farh, Cheng, & Chou,2003; Cheng & Chou,2005).

  9. Relative theories and Previous Studies • What will happen with the Transformation of AL? • Do people – and task – related AL co-existed ? • Convergence Hypothesis (Myer, 1975; Yang, 1988) • The Challenge of Convergence hypothesis • Cultural theory (Beck,1998) • Traditionality and Modernity (Huang, 1995; Yang, 1996) • The relationships of people - and task – related AL with subordinate effectiveness • Work motivation or incentive, emotional feeling… • People-related AL → effectiveness(-) • Task-related AL → effectiveness(+)

  10. Relative theories and Previous Studies • PD which the values regarding submission to authority have been gradually altered as the social modernization and industrial/ commercial development. • Organizational Centralization (Janssens & Brett, 1994) → PD (+) • Power distance theory (Mulder, 1977; Poppe, 2003): leader’s PD > subordinate’s PD; Male PD > Female PD • The emphases on egalitarian (Farh & Cheng, 2000) : Age (+), Education (-)

  11. Relative theories and Previous Studies • The demonstrations of AL behaviors • Trait theory ; Organizational characteristic (Yukl, 2003) • Subordinate’s expectation and preference regarding leadership ( Hofstede, 1980; Dorfman, et. al, 1997) • Organizational Centralization Leader’s PD Leaders’ AL (+) Subordinate’s PD

  12. Relative theories and Previous Studies • Power Distance (PD) and AL • PD refers to people’s ideas about the what is acceptable in superior-subordinate relationship (Lee, Pillutla, & Law, 2000); Accept authority’s decision uncritically (Begley, Lee, Fang & Li, 2002) • PD shapes subordinates’ reactions to the supervisors’ leadership / decision / treatment (Farh, Liang, & Hackett, 2006) The effect of AL on individual outcome will be moderated by PD

  13. Research Framework Organization char. Hierarchical position and personal char. Study 1 Power Distance Study 2 AL -People –related -Task - related Subordinate Effectiveness

  14. Study 1 • Subject • 92 work team from business organization and 125 battalions from military organizations (both are Taiwan sample) • Business sample • 92 leaders and 629 team members (one leaders with 3-13 members) from 60 organizations • Military sample • 125 Battalion commanders (leaders), 402 company commanders (members) and 1121 platoon leader (members). One leaders with 12 members • Measures • Variables: Subjects’ gender , age, education, leader position and type of organization (business / military organization) • PD, People-related AL, and Task – related AL

  15. Organization chart. Hierarchical position and personal chart. Study 1 Power Distance AL -People –related -Task - related

  16. Study 1 :Draft Results  Factors for PD difference 

  17. Study 1 :Draft Results • HLM –Factors for demonstration of AL

  18. Study 2 :Draft Results • The effects of subordinate’s PD and organization type on people-related AL

  19. Study 2 :Draft Results • The effects of subordinate’s PD and leader’s PD on task-related AL

  20. Study 1 Summary • Values regarding submission to authority--PD has been gradually changed as the social change. • Age → PD(+) on age 50+ group • Education (years) → PD (-) • PD in Military org. > PD in Business org. • The demonstration of AL • Main effects for people-related AL • Military Org → People-AL (+); • Leader PD , Subordinate PD → People-AL (+); • Cross-level interaction on AL • Subordinate PD * organization type on People- AL • Subordinate PD * Leader PD on Task -AL

  21. Study 1 Complement for Org. type

  22. Study 2 • Subject • 5~10 employee ( who cowork with CEO more than one year) each business • Mainland China sample • 375 employees from 53 China private businesses • 61% were males ;15% had college or higher education; average seniority was about 4.57 years, 53% were supervisors • Taiwan sample • 181 employees from 27 Taiwan private businesses • 51% were female; 24% had college or higher education; average seniority was is about 7.60 years ; 53% were supervisors • Measures • Outcome variables: Affective Org. commitment (α=.88, .95), Affective loyalty to CEO (α=.86, .92), and Obligated Loyalty to CEO (α=.80, 88)., • Control variables: employees’ gender, age, education, position, seniority

  23. Study 2 • Measures –EFA of AL • Cheng, Farh, & Chou(2005) • People-related AL, 10 items, α=.87 (China) and .89(Taiwan) • He will not reveal any message to me. • He will not let me aware of his real intension. • He will make all company decisions on his own. • He asks me to fully comply with his leadership. • He will devaluate my contributions in work. • The final decision in meeting will be made based on his attitude. • He will underestimate my capability….

  24. Study 2 • Task-related AL, 7 items, α=.77 (China) and .84(Taiwan) • He asks more work requirements on me than that I ask for myself. • He requests that his subordinates should achieve higher performance than the ones from other companies. • He asks me to report to him whenever there’s any work progress change. • He will seriously request my explanation once work goal is not achieved. • He will take control on my work. • His management style is extremely strict. • He fully know well of the my work details.

  25. Study 2 • Measures-- EFA of Power Distance • Power distance: Dorfman and Howell(1988), 5 items, α=.79 (China) and .80(Taiwan) • Managers should seldom ask for the opinions of employees. • Managers should make most decisions without consulting subordinates. • Managers should avoid off-the-job social contacts with employees. • Managers should not delegate important tasks to employees. • It is frequently necessary for a manager to use authority and power when dealing with subordinates.

  26. Power Distance Study 2 AL -People –related -Task - related Subordinate Effectiveness

  27. Study 2 :Draft Results  Correlations of all Variables  4. 4. Top-right triangle matrix is correlations for Taiwan sample , and Bottem-left triangle matrix is correlations matrix for China sample.

  28. Study 2 :Draft Results  Hierarchical regression analysis –main and moderating effects 

  29. Study 2 :Draft Results  Hierarchical regression analysis – moderating effects Affective Loyalty to supervisor Taiwan Sample

  30. Study 2 :Draft Results  Hierarchical regression analysis – moderating effects

  31. Study 2 Summary • Authoritarian Leadership • Correlation between People- related and Task-related AL (+) • People- related AL → Outcome (-) • Task-related AL → Outcome (+) • Themoderating effects of PD • Only for People- related AL • There are different pattern between Taiwan (- )(as predict) and Mainland China sample (+)

  32. Discussion-Preliminary Finding • The impact o f Globalization on Chinese Leadership • Authoritarian Leadership transformed into two type– focus on People and Task • Globalization → organization design, social development → employees’ power distance (values regarding leaders’ authority) • Organizational type, PD of leader and sub. → the demonstration of AL • The effectiveness of AL and the moderated role of PD on outcome

  33. Discussion • Further Direction • Longitudinal approach • Individual level of globalization indictor • individual subjective perception v.s. objective job characteristic • impact on OB such as loyalty, the relationship between employee and organization, organizational identity, identification, the conflict/balance between work and family life…

  34. Thank you for being patient with this presentation And Expect for getting insight from your inspiration and idea sharing.

More Related