Predictors of leadership effectiveness for Chinese managers

Abstract

PurposeThis study sets out to investigate the leadership roles, the predictors of leadership effectiveness for Chinese managers, and the relative effects of gender and rater differences on perceived leadership roles. The study is important as it seeks to investigate whether a leadership model (the Integrated Competing Values Framework) developed for Western cultures explains the leadership behaviours of Chinese managers.Design/methodology/approachUsing a 360° feedback method, the data for the study were collected from 49 middle managers and 142 of their significant others (boss, peers and staff). The data were submitted to a repeated measures ANOVA, with role displayed and position as the within‐subjects factors and gender as the between‐subjects factor, to determine whether there were any significant main or interaction effects. A standard multiple regression was performed, between the effectiveness as the outcome and the leadership roles. This was followed by a forward regression analysis.FindingsThe empirical evidence shows significant differences in the extent to which the leadership roles were displayed. Chinese managers were focused most on getting the job done (deliverer) and monitoring performance (monitor) followed by developing staff (developer) and developing networks (broker). Being innovative (innovator) was the least displayed leadership role. The managers showed moderate reflective capability (integrator) and moderate effectiveness. They rated themselves higher than did their bosses, peers and staff. Their bosses also rated the managers' leadership behaviours higher than did the peers and staff. However, there was no significant difference between men and women in their leadership roles displayed or effectiveness. In the forward regression, the developer contributed relatively most to the prediction of effectiveness.Originality/valueThe study contributes to the literature on cultural and institutional effects on leadership behaviour and effectiveness. The findings show that cultural and institutional differences do significantly affect variability in leadership behaviour associated with leadership effectiveness.