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The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry

Newman, Alexander and Butler, Christina 2014, The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry, International journal of human resource management, vol. 25, no. 7, pp. 1024-1045, doi: 10.1080/09585192.2013.815250.

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Title The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry
Author(s) Newman, Alexander
Butler, Christina
Journal name International journal of human resource management
Volume number 25
Issue number 7
Start page 1024
End page 1045
Total pages 22
Publisher Taylor & Francis
Place of publication London, Eng.
Publication date 2014
ISSN 0958-5192
1466-4399
Keyword(s) Social Sciences
Management
Business & Economics
China
cultural values
organizational commitment
service sector
transformational leadership
WORK-RELATED ATTITUDES
POWER DISTANCE
TRANSACTIONAL LEADERSHIP
MEDIATING ROLE
UNITED-STATES
NATIONAL CULTURE
JOB-SATISFACTION
VALUES
EMPLOYEES
Summary In addition to extending the empirical investigation of the relationship between transformational leadership and follower affective commitment to the Chinese hospitality industry, this study makes a theoretical contribution by investigating the influence of individually held cultural values on this relationship. Building on previous research which has examined whether collectivism moderates the transformational leadership/affective commitment relationship, this study investigates the moderating effects of two additional cultural value orientations, namely power distance and uncertainty avoidance. Hierarchical regression analysis was utilized to analyse survey data from 398 employees of four Chinese hotels in Zhejiang Province. In addition to finding a positive relationship between transformational leadership and affective commitment, data analysis revealed that followers low in power distance exhibited higher levels of affective commitment when working under a transformational leader than those high in power distance. In addition, followers high in uncertainty avoidance and collectivism exhibited greater commitment when working under a transformational leader than those low in uncertainty avoidance and collectivism. These findings clearly indicate the importance of within-country cultural differences to the effectiveness of leaders in the workplace. © 2014 © 2013 Taylor & Francis.
Language eng
DOI 10.1080/09585192.2013.815250
Field of Research 150310 Organisation and Management Theory
150305 Human Resources Management
1505 Marketing
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2013, Taylor & Francis
Persistent URL http://hdl.handle.net/10536/DRO/DU:30080212

Document type: Journal Article
Collection: Department of Management
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