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. Attached Files Name Description MIMEType Size Downloads Title The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry Author(s) Newman, Alexander orcid.org/0000-0003-1170-8947 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 Collections: Faculty of Business and Law Department of Management Related Links Link Description Connect to published version Go to link with your DU access privileges     Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Versions Version Filter Type Fri, 11 Dec 2015, 13:19:53 EST Sat, 12 Dec 2015, 04:01:56 EST Wed, 16 Dec 2015, 05:11:58 EST Fri, 22 Jan 2016, 14:28:34 EST Fri, 22 Jan 2016, 14:31:35 EST Wed, 10 Feb 2016, 10:37:05 EST Wed, 17 Aug 2016, 08:18:42 EST Wed, 07 Sep 2016, 10:55:20 EST Tue, 06 Feb 2018, 09:03:52 EST Tue, 06 Feb 2018, 09:04:28 EST Filtered Full Citation counts:   Cited 9 times in TR Web of Science Cited 10 times in Scopus Search Google Scholar Access Statistics: 487 Abstract Views, 9 File Downloads  -  Detailed Statistics Created: Fri, 11 Dec 2015, 13:19:53 EST

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