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The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry
journal contribution
posted on 2014-01-01, 00:00 authored by Alexander Newman, C ButlerIn 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.
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Journal
International journal of human resource managementVolume
25Issue
7Pagination
1024 - 1045Publisher
Taylor & FrancisLocation
London, Eng.Publisher DOI
ISSN
1466-4399eISSN
1466-4399Language
engPublication classification
C1.1 Refereed article in a scholarly journal; C Journal articleCopyright notice
2013, Taylor & FrancisUsage metrics
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