Wong, J; Wong, P and Heng, L (2007) An investigation of leadership styles and relationship cultures of Chinese and expatriate managers in multinational construction companies in Hong Kong. Construction Management and Economics, 25(1), pp. 95-106. ISSN 1466433X
Abstract
Cross-cultural leadership research has predicted that the Chinese are perceived as people-oriented and prefer a high-context power relationship, whereas Westerners are perceived as task-oriented and prefer a low-context power relationship. However, such general predictions are less accurate when intercultural interactions exist in multicultural workplaces. For this reason leadership perceptions and power relationships of both Chinese and Western expatriate project managers are explored in multinational construction firms in Hong Kong. Questionnaire data from 45 project managers and 61 subordinates suggested that the local (Hong Kong) Chinese and Western expatriate managers do not differ significantly in terms of leadership perceptions and power relationships. Both manager groups equally considered the importance of task performance and interpersonal relationships. Two possibilities are proposed which lead to similar leadership and power relationship styles of managers from different cultural orientations: the 'intercultural adjustment' of expatriates, and the adaptation of Western styles of leadership by the Hong Kong Chinese project managers.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | China; culture; international business; leadership; project manager |
| Index terms: | project manager, multinational construction company, Hong Kong, international business, adaptation, interpersonal relationship, investigation, interaction, manager, construction firm, leadership style, questionnaire, China |
| Subjects: | organization, user focus, data collection methods, strategic management, profession, practitioner, behavioral psychology, leadership, Geography |
| Topics: | Organizational Design, Design Practice, International Construction, Roles and Professions, Business Strategy, Geographical Context, Research Practice |
| Descriptive scope: | 3 PCA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here