1. NCCU Academic Hub
  2. 學術產出
  3. 商學院
  4. 學位論文
  5. Item

學術產出-學位論文

文章檢視/開啟

書目匯出

Google ScholarTM

政大圖書館

引文資訊

TAIR相關學術產出

題名 中國與亞洲之領導
Leadership in China and Asia
作者 蘇永漢
Severin, Mark
貢獻者 曾穗鋒
Tseng, George
蘇永漢
Mark Severin
關鍵詞 平衡
個人主義與集體主義
台灣領導風格
中國領導風格
含蓄的
balance
collectivism vs individualism
Leadership in Taiwan
leadership in China
implicit
日期 2015
上傳時間 3-二月-2016 12:08:39 (UTC+8)
摘要 This thesis is divided in three main parts. It is overall designed to give a better understanding of leadership in China and Asia. This work mentions Leadership methods used, as well as cultural aspects related to the different practices. The first part is made to give basic notions related to leadership in Asia. Important leadership concepts such as the effective leadership, some cultural aspects such as relationships in Asia and their management, the paternalistic way, and implicit leadership are introduced. The part also contains notions about organizational change and leadership strategy including the task integration strategy, the behavioral integration strategy, transactional and transformational leadership. This part is introductory and provides a basic knowledge about elements needed for leadership in Asia.
     The second part is dedicated to important concepts about leadership in China specifically, and this with comparisons to Western practices. This part contains important elements to know for people willing to have leadership positions in China. Some important cultural Chinese aspects are mentioned here in order to have a better understanding about why some leadership practices are the way they are. Even if this work is more China focused, other Asian examples are taken in the last part.
     The third part is about examples of leadership in different Asian countries. For this research, the following countries have been selected: Taiwan, Malaysia, Singapore, Thailand, Indonesia and Philippines. Even if this work is more focused on the Chinese world, having a look at other Asian countries might be useful to realize that some elements might have similarities to Chinese culture, some less.
MASTER’S THESIS TITLE PAGE 1
     ACKNOWLEDGEMENTS 3
     ABSTRACT 4
     INTRODUCTION 9
     WHAT IS EFFECTIVE LEADERSHIP? 9
     RELATIONSHIPS IN ASIAN PERSPECTIVE 10
     THE PATERNALISTIC WAY 11
     IMPLICIT LEADERSHIP & RELATIONSHIP MANAGEMENT 13
     ORGANIZATIONAL CHANGE AND LEADERSHIP STRATEGY 15
     TASK INTEGRATION STRATEGY 16
     BEHAVIORAL INTEGRATION STRATEGY 16
     TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP 16
     EVENT MANAGEMENT & LEADERSHIP TEAM 18
     CULTURAL VALUES ROLE IN MANAGEMENT OF CONFLICT 20
     EVENT MANAGEMENT AND LEADERSHIP STYLES 20
     BUSINESS LEADERSHIP IN CHINA 21
     CHINA AND ITS SPECIFIC LEADERSHIP NEEDS 22
     COMPARISON BETWEEN PHILOSOPHICAL AND CULTURAL FOUNDATIONS OF WESTERN AND CHINESE LEADERSHIP 23
     Western: 23
     Chinese: 25
     SPECIAL LEADER COMPETENCIES IN CHINA 29
     LEADING FROM THE HEART: 33
     Heart leadership examples: 33
     HUMAN RESOURCE TRENDS IN CHINA 34
     TRUTH VERSUS COURTESY 36
     TRUST 37
     EMPOWERMENT VS HIERARCHY 40
     INDIVIDUALISM VS COLLECTIVISM 42
     MAN VS THE LAW 44
     Corruption. 46
     INNOVATION AND RISK-TAKING 48
     DECISION-MAKING 50
     EMPLOYEE MOTIVATION – HOW TO INFLUENCE IT? 52
     TEAMWORK 55
     EXECUTIVE’S REWARDING IN CHINA 57
     EXECUTIVE COACHING 59
     AN EXAMPLE OF CHINESE LEADERSHIP PROGRAM 59
     THE PATH FROM A CHINESE MANAGER TO A GLOBAL LEADER 60
     TO CONCLUDE ABOUT LEADERSHIP IN CHINA 62
     TAIWANESE ENTERPRISES AND THEIR LEADERSHIP 63
     LEADERSHIP AND FAMILISM 63
     QĪN XÌN(親信) RELATIONS AND LEADER IN TAIWANESE ORGANIZATIONS 65
     FIGURE 1: RELATIONSHIP BETWEEN PATERNALISM, LEADERSHIP STYLE AND LEADERSHIP EFFECTIVENESS 67
     ORGANIZATIONAL LEADERSHIP IN MALAYSIA 67
     MALAYSIAN LEADERSHIP PREFERENCES: 68
     ORGANIZATIONAL LEADERSHIP IN MALAYSIA 69
     FIGURE 2: NT TO P STYLE AS A FUNCTION OF PREFERENCE FOR RELATIONSHIP AND HIERARCHY (ADAPTED FROM SINHA, 1994) 71
     AN EYE ON SINGAPORE 71
     AN EYE ON THAILAND 73
     THE PSYCHOLOGICAL THEORY OF MORAL AND WORK BEHAVIORS IN THAI PEOPLE: 74
     FIGURE 3: PSYCHOLOGICAL THEORY OF MORAL AND WORK BEHAVIORS 75
     FIGURE 4: INTERPRETATION OF FIEDLER’S CONTIGENCY THEORY OF LEADERSHIP EFFECTIVENESS SHOWING THE “RIGHT” GROUP FOR THESE TWO TYPES OF LEADERS 77
     TABLE 1 COMPARING TRANSACTIONAL AND TRANSFORMATIONAL LEADERS 78
     INDONESIA AND PHILIPPINES 79
     TABLE 2: PROFILE OF PHILIPPINE NATIONAL CULTURE VERSUS SELECTED WESTERN COUNTRIES 80
     FIGURE 5: DIAGRAM SHOWING THE CONTRASTS IN ORIENTATION OF WESTERN-EDUCATED MANAGERS AND FILIPINO WORKERS (SOURCE JOCARNO, 1990) 81
     TABLE 3: TRAITS OF MANAGERS THAT ARE LIKED BY FILIPINO WORKERS 82
     TABLE 4: TRAITS OF MANAGERS WHICH FILIPINO WORKERS DO NOT LIKE 83
     FIGURE 6: LEVELS OF FILIPINO SOCIAL INTERACTION WITH INCREASING RAPPORT 84
     CONCLUSION: 84
     REFERENCES: 86
參考文獻 Abdullah, A. (1996). Going Glocal: Cultural Dimensions in Malaysian Management . Kuala Lumpur : Malaysian Institute of Management .
     Bass, B. (1990). Bass and Stodgill`s handbook of leadership. New York: The Free Press.
     Bass, B. (1997). Does the transactional-transformational leadership transcend organizational and national boundaries? American Psychologist 52(2), pp. 130-139.
     Batacan, F. (2000). Workers here value human touch. The Straits Time, 30 July , 43.
     Bhanthumnavin, D. (1995). Psychological theory of moral and work behaviors: Reasearch and applications . Bangkok: Graduate School of Social Development, National Institute of Development Administration.
     Chemers, M. (1997). An integrative theory of leadership. New York: LEA publishers .
     Chen, J. (1998). Conflict Management in Chinese Enterprises . Hangzhou: Doctoral dissertation at Hangzhou University.
     Cheng, B. S. (2000). Leadership in Chinese business organizations: A cultural value analysis. Sun Yat-Sen Management Review 8 (4), 583-617.
     Chi, S. C. (1994). The role of confidants of top managers in Chinese organization. Proceedings of the Management Functions and Applications Group. The Association of Management 12th Annual International Conference, 12(2), 160-165.
     Chi, S. C. (1996). An empirical study on confidant roles in business organizations . NTU Management Review. 15(1), 37-59.
     Chi, S. C. (1997). Perceptual differences between business chin-shins and other employees: an empirical study. Journal of Management and Information, 55-75.
     Fiedler, F. (1967). A theory of leadership effectiveness. New York: Mc Graw Hill.
     Gallo, F. T. (2011). Business Leadership in China How to Blend Best Western Practices with Chinese Wisdom. Singapore: John Wiley & Sons (Asia) Pte. Ltd.
     Ho, D. Y. (1996). Component Ideas of Individualism, Collectivism, And Social Organization: An Application in the Study of Chinese Culture. In M. H. Bond, The Psychology of the Chinese People (pp. 143-181). Hong Kong: Oxford University Press.
     Hofstede, G. (1980). Culture`s consequences: International differences in work-related values . Beverly Hills, CA: Sage Publication.
     Hofstede, G. (Fall 1983). The cultural relativity of organizational practices and theories . Journal of International Business Studies , pp. 75-89.
     http://www.businessdictionary.com. (n.d.). Retrieved from Businessdictionary: http://www.businessdictionary.com/definition/transactional-leadership.html
     Huang, G. G. (1988). Renqing and Face: The Chinese Power Game. Taipei: Laureate Book Ltd. (in Chinese).
     Hui, C. L. (1999). A structural equation model of the effecs of negative affectivity, leader-member exchange, and perceived job mobility on in-role and extra-role performance: A Chinese case. Organizational Behavior and Human Decision Processes 77, 3-21.
     Jocarno, F. L. (1990). Management by Culture: Fine-tuning Management to Filipino Culture. Quezon City: JMC Press, Inc.
     Jocarno, F. L. (1999). Management by Culture: Fine-tuning Management to Filipino Culture (revised edition). Quezon City: Punlad Research House.
     Kennedy, J. C. (2000). Malaysian culture and the leadership of organizations: A global study. Malaysian Management Review, 35, 44-53.
     Lapeña, M. A. (2002). Sikolohiyang Pilipino . Unpublished PowerPoint material.
     Lin, W. Q. (2000). Chinese implicit leadership theory. The Journal of Social Psychology, 140(6), 729-740.
     Redding, S. G. (1990). The Spirit of Chinese Capitalism. Berlin: Walter de Gruyter.
     Saufi, R. A. (2002). Leadership style preference of Malaysian managers. Malaysian Management Review, 37, 1-10.
     Silin, R. F. (1976). Leadership and Values. Cambridge, MA: Harvard University Press.
     Sinha, J. B. (1994). The Cultural Context of Leadership and Power. New Delhi: Sage Publications.
     Smith, P. B. (1996). The Manager as mediator of alternative meanings: a pilot study from China . (USA & UK) Journal of International Business Studies, 21 (1), 115-138.
     Smith, P. B.-M. (1997). Leadership, decision-making and cultural context: Event management within Chinese joint ventures . The Leadership Quarterly 8(4), pp. 413-432.
     Tjosvold, D. &. (2004). Leadership Research in Asia: Developing Relationships. In K. L. White, Handbook of Asian Management. Kluwer Academic Publishers: The Netherlands.
     Tjosvold, D. W. (June 2012). Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders. San Juan, Puerto Rico: Paper, Academy of International Business.
     Tjosvold, D., & Kwok, L. (2004). Leading in High Growth ASIA: Managing Relationship for Teamwork and Change. Singapore: World Scientific Publishing Co.Pte. Ltd.
     Wang, Z. &. (2003). Cross-cultural leadership team development and the Third Culture. In Z. Wang, Advances in HR and OB Studies in China. Shanghai: People`s Publishing House (in press).
     Wang, Z. &. (2003). Integration strategies for mergers and acquisitions in entrepreneurial firms. Shanghai: People`s Publishing House (in press).
     Wang, Z. M. (1998). Conflict Management in China. London : Routledge.
     Xu, L. C. (1987). Recent development in organizational psychology in China. In B. Bass, Advances in Organizational Psychology (pp. 243-251). New York: Sage.
     Xu, L. C. (1989). Comparative study of leadership between Chinese and Japanese managers based upon PM theory. In B. J. Fallon, Advances in Industrial Organizational Psychology. North-Holland: Elsevier.
描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
103933042
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0103933042
資料類型 thesis
dc.contributor.advisor 曾穗鋒zh_TW
dc.contributor.advisor Tseng, Georgeen_US
dc.contributor.author (作者) 蘇永漢zh_TW
dc.contributor.author (作者) Mark Severinen_US
dc.creator (作者) 蘇永漢zh_TW
dc.creator (作者) Severin, Marken_US
dc.date (日期) 2015en_US
dc.date.accessioned 3-二月-2016 12:08:39 (UTC+8)-
dc.date.available 3-二月-2016 12:08:39 (UTC+8)-
dc.date.issued (上傳時間) 3-二月-2016 12:08:39 (UTC+8)-
dc.identifier (其他 識別碼) G0103933042en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/81190-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 103933042zh_TW
dc.description.abstract (摘要) This thesis is divided in three main parts. It is overall designed to give a better understanding of leadership in China and Asia. This work mentions Leadership methods used, as well as cultural aspects related to the different practices. The first part is made to give basic notions related to leadership in Asia. Important leadership concepts such as the effective leadership, some cultural aspects such as relationships in Asia and their management, the paternalistic way, and implicit leadership are introduced. The part also contains notions about organizational change and leadership strategy including the task integration strategy, the behavioral integration strategy, transactional and transformational leadership. This part is introductory and provides a basic knowledge about elements needed for leadership in Asia.
     The second part is dedicated to important concepts about leadership in China specifically, and this with comparisons to Western practices. This part contains important elements to know for people willing to have leadership positions in China. Some important cultural Chinese aspects are mentioned here in order to have a better understanding about why some leadership practices are the way they are. Even if this work is more China focused, other Asian examples are taken in the last part.
     The third part is about examples of leadership in different Asian countries. For this research, the following countries have been selected: Taiwan, Malaysia, Singapore, Thailand, Indonesia and Philippines. Even if this work is more focused on the Chinese world, having a look at other Asian countries might be useful to realize that some elements might have similarities to Chinese culture, some less.		en_US
dc.description.abstract (摘要) MASTER’S THESIS TITLE PAGE 1
     ACKNOWLEDGEMENTS 3
     ABSTRACT 4
     INTRODUCTION 9
     WHAT IS EFFECTIVE LEADERSHIP? 9
     RELATIONSHIPS IN ASIAN PERSPECTIVE 10
     THE PATERNALISTIC WAY 11
     IMPLICIT LEADERSHIP & RELATIONSHIP MANAGEMENT 13
     ORGANIZATIONAL CHANGE AND LEADERSHIP STRATEGY 15
     TASK INTEGRATION STRATEGY 16
     BEHAVIORAL INTEGRATION STRATEGY 16
     TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP 16
     EVENT MANAGEMENT & LEADERSHIP TEAM 18
     CULTURAL VALUES ROLE IN MANAGEMENT OF CONFLICT 20
     EVENT MANAGEMENT AND LEADERSHIP STYLES 20
     BUSINESS LEADERSHIP IN CHINA 21
     CHINA AND ITS SPECIFIC LEADERSHIP NEEDS 22
     COMPARISON BETWEEN PHILOSOPHICAL AND CULTURAL FOUNDATIONS OF WESTERN AND CHINESE LEADERSHIP 23
     Western: 23
     Chinese: 25
     SPECIAL LEADER COMPETENCIES IN CHINA 29
     LEADING FROM THE HEART: 33
     Heart leadership examples: 33
     HUMAN RESOURCE TRENDS IN CHINA 34
     TRUTH VERSUS COURTESY 36
     TRUST 37
     EMPOWERMENT VS HIERARCHY 40
     INDIVIDUALISM VS COLLECTIVISM 42
     MAN VS THE LAW 44
     Corruption. 46
     INNOVATION AND RISK-TAKING 48
     DECISION-MAKING 50
     EMPLOYEE MOTIVATION – HOW TO INFLUENCE IT? 52
     TEAMWORK 55
     EXECUTIVE’S REWARDING IN CHINA 57
     EXECUTIVE COACHING 59
     AN EXAMPLE OF CHINESE LEADERSHIP PROGRAM 59
     THE PATH FROM A CHINESE MANAGER TO A GLOBAL LEADER 60
     TO CONCLUDE ABOUT LEADERSHIP IN CHINA 62
     TAIWANESE ENTERPRISES AND THEIR LEADERSHIP 63
     LEADERSHIP AND FAMILISM 63
     QĪN XÌN(親信) RELATIONS AND LEADER IN TAIWANESE ORGANIZATIONS 65
     FIGURE 1: RELATIONSHIP BETWEEN PATERNALISM, LEADERSHIP STYLE AND LEADERSHIP EFFECTIVENESS 67
     ORGANIZATIONAL LEADERSHIP IN MALAYSIA 67
     MALAYSIAN LEADERSHIP PREFERENCES: 68
     ORGANIZATIONAL LEADERSHIP IN MALAYSIA 69
     FIGURE 2: NT TO P STYLE AS A FUNCTION OF PREFERENCE FOR RELATIONSHIP AND HIERARCHY (ADAPTED FROM SINHA, 1994) 71
     AN EYE ON SINGAPORE 71
     AN EYE ON THAILAND 73
     THE PSYCHOLOGICAL THEORY OF MORAL AND WORK BEHAVIORS IN THAI PEOPLE: 74
     FIGURE 3: PSYCHOLOGICAL THEORY OF MORAL AND WORK BEHAVIORS 75
     FIGURE 4: INTERPRETATION OF FIEDLER’S CONTIGENCY THEORY OF LEADERSHIP EFFECTIVENESS SHOWING THE “RIGHT” GROUP FOR THESE TWO TYPES OF LEADERS 77
     TABLE 1 COMPARING TRANSACTIONAL AND TRANSFORMATIONAL LEADERS 78
     INDONESIA AND PHILIPPINES 79
     TABLE 2: PROFILE OF PHILIPPINE NATIONAL CULTURE VERSUS SELECTED WESTERN COUNTRIES 80
     FIGURE 5: DIAGRAM SHOWING THE CONTRASTS IN ORIENTATION OF WESTERN-EDUCATED MANAGERS AND FILIPINO WORKERS (SOURCE JOCARNO, 1990) 81
     TABLE 3: TRAITS OF MANAGERS THAT ARE LIKED BY FILIPINO WORKERS 82
     TABLE 4: TRAITS OF MANAGERS WHICH FILIPINO WORKERS DO NOT LIKE 83
     FIGURE 6: LEVELS OF FILIPINO SOCIAL INTERACTION WITH INCREASING RAPPORT 84
     CONCLUSION: 84
     REFERENCES: 86		-
dc.description.tableofcontents MASTER’S THESIS TITLE PAGE 1
     ACKNOWLEDGEMENTS 3
     ABSTRACT 4
     INTRODUCTION 9
     WHAT IS EFFECTIVE LEADERSHIP? 9
     RELATIONSHIPS IN ASIAN PERSPECTIVE 10
     THE PATERNALISTIC WAY 11
     IMPLICIT LEADERSHIP & RELATIONSHIP MANAGEMENT 13
     ORGANIZATIONAL CHANGE AND LEADERSHIP STRATEGY 15
     TASK INTEGRATION STRATEGY 16
     BEHAVIORAL INTEGRATION STRATEGY 16
     TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP 16
     EVENT MANAGEMENT & LEADERSHIP TEAM 18
     CULTURAL VALUES ROLE IN MANAGEMENT OF CONFLICT 20
     EVENT MANAGEMENT AND LEADERSHIP STYLES 20
     BUSINESS LEADERSHIP IN CHINA 21
     CHINA AND ITS SPECIFIC LEADERSHIP NEEDS 22
     COMPARISON BETWEEN PHILOSOPHICAL AND CULTURAL FOUNDATIONS OF WESTERN AND CHINESE LEADERSHIP 23
     Western: 23
     Chinese: 25
     SPECIAL LEADER COMPETENCIES IN CHINA 29
     LEADING FROM THE HEART: 33
     Heart leadership examples: 33
     HUMAN RESOURCE TRENDS IN CHINA 34
     TRUTH VERSUS COURTESY 36
     TRUST 37
     EMPOWERMENT VS HIERARCHY 40
     INDIVIDUALISM VS COLLECTIVISM 42
     MAN VS THE LAW 44
     Corruption. 46
     INNOVATION AND RISK-TAKING 48
     DECISION-MAKING 50
     EMPLOYEE MOTIVATION – HOW TO INFLUENCE IT? 52
     TEAMWORK 55
     EXECUTIVE’S REWARDING IN CHINA 57
     EXECUTIVE COACHING 59
     AN EXAMPLE OF CHINESE LEADERSHIP PROGRAM 59
     THE PATH FROM A CHINESE MANAGER TO A GLOBAL LEADER 60
     TO CONCLUDE ABOUT LEADERSHIP IN CHINA 62
     TAIWANESE ENTERPRISES AND THEIR LEADERSHIP 63
     LEADERSHIP AND FAMILISM 63
     QĪN XÌN(親信) RELATIONS AND LEADER IN TAIWANESE ORGANIZATIONS 65
     FIGURE 1: RELATIONSHIP BETWEEN PATERNALISM, LEADERSHIP STYLE AND LEADERSHIP EFFECTIVENESS 67
     ORGANIZATIONAL LEADERSHIP IN MALAYSIA 67
     MALAYSIAN LEADERSHIP PREFERENCES: 68
     ORGANIZATIONAL LEADERSHIP IN MALAYSIA 69
     FIGURE 2: NT TO P STYLE AS A FUNCTION OF PREFERENCE FOR RELATIONSHIP AND HIERARCHY (ADAPTED FROM SINHA, 1994) 71
     AN EYE ON SINGAPORE 71
     AN EYE ON THAILAND 73
     THE PSYCHOLOGICAL THEORY OF MORAL AND WORK BEHAVIORS IN THAI PEOPLE: 74
     FIGURE 3: PSYCHOLOGICAL THEORY OF MORAL AND WORK BEHAVIORS 75
     FIGURE 4: INTERPRETATION OF FIEDLER’S CONTIGENCY THEORY OF LEADERSHIP EFFECTIVENESS SHOWING THE “RIGHT” GROUP FOR THESE TWO TYPES OF LEADERS 77
     TABLE 1 COMPARING TRANSACTIONAL AND TRANSFORMATIONAL LEADERS 78
     INDONESIA AND PHILIPPINES 79
     TABLE 2: PROFILE OF PHILIPPINE NATIONAL CULTURE VERSUS SELECTED WESTERN COUNTRIES 80
     FIGURE 5: DIAGRAM SHOWING THE CONTRASTS IN ORIENTATION OF WESTERN-EDUCATED MANAGERS AND FILIPINO WORKERS (SOURCE JOCARNO, 1990) 81
     TABLE 3: TRAITS OF MANAGERS THAT ARE LIKED BY FILIPINO WORKERS 82
     TABLE 4: TRAITS OF MANAGERS WHICH FILIPINO WORKERS DO NOT LIKE 83
     FIGURE 6: LEVELS OF FILIPINO SOCIAL INTERACTION WITH INCREASING RAPPORT 84
     CONCLUSION: 84
     REFERENCES: 86		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0103933042en_US
dc.subject (關鍵詞) 平衡zh_TW
dc.subject (關鍵詞) 個人主義與集體主義zh_TW
dc.subject (關鍵詞) 台灣領導風格zh_TW
dc.subject (關鍵詞) 中國領導風格zh_TW
dc.subject (關鍵詞) 含蓄的zh_TW
dc.subject (關鍵詞) balanceen_US
dc.subject (關鍵詞) collectivism vs individualismen_US
dc.subject (關鍵詞) Leadership in Taiwanen_US
dc.subject (關鍵詞) leadership in Chinaen_US
dc.subject (關鍵詞) impliciten_US
dc.title (題名) 中國與亞洲之領導zh_TW
dc.title (題名) Leadership in China and Asiaen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) Abdullah, A. (1996). Going Glocal: Cultural Dimensions in Malaysian Management . Kuala Lumpur : Malaysian Institute of Management .
     Bass, B. (1990). Bass and Stodgill`s handbook of leadership. New York: The Free Press.
     Bass, B. (1997). Does the transactional-transformational leadership transcend organizational and national boundaries? American Psychologist 52(2), pp. 130-139.
     Batacan, F. (2000). Workers here value human touch. The Straits Time, 30 July , 43.
     Bhanthumnavin, D. (1995). Psychological theory of moral and work behaviors: Reasearch and applications . Bangkok: Graduate School of Social Development, National Institute of Development Administration.
     Chemers, M. (1997). An integrative theory of leadership. New York: LEA publishers .
     Chen, J. (1998). Conflict Management in Chinese Enterprises . Hangzhou: Doctoral dissertation at Hangzhou University.
     Cheng, B. S. (2000). Leadership in Chinese business organizations: A cultural value analysis. Sun Yat-Sen Management Review 8 (4), 583-617.
     Chi, S. C. (1994). The role of confidants of top managers in Chinese organization. Proceedings of the Management Functions and Applications Group. The Association of Management 12th Annual International Conference, 12(2), 160-165.
     Chi, S. C. (1996). An empirical study on confidant roles in business organizations . NTU Management Review. 15(1), 37-59.
     Chi, S. C. (1997). Perceptual differences between business chin-shins and other employees: an empirical study. Journal of Management and Information, 55-75.
     Fiedler, F. (1967). A theory of leadership effectiveness. New York: Mc Graw Hill.
     Gallo, F. T. (2011). Business Leadership in China How to Blend Best Western Practices with Chinese Wisdom. Singapore: John Wiley & Sons (Asia) Pte. Ltd.
     Ho, D. Y. (1996). Component Ideas of Individualism, Collectivism, And Social Organization: An Application in the Study of Chinese Culture. In M. H. Bond, The Psychology of the Chinese People (pp. 143-181). Hong Kong: Oxford University Press.
     Hofstede, G. (1980). Culture`s consequences: International differences in work-related values . Beverly Hills, CA: Sage Publication.
     Hofstede, G. (Fall 1983). The cultural relativity of organizational practices and theories . Journal of International Business Studies , pp. 75-89.
     http://www.businessdictionary.com. (n.d.). Retrieved from Businessdictionary: http://www.businessdictionary.com/definition/transactional-leadership.html
     Huang, G. G. (1988). Renqing and Face: The Chinese Power Game. Taipei: Laureate Book Ltd. (in Chinese).
     Hui, C. L. (1999). A structural equation model of the effecs of negative affectivity, leader-member exchange, and perceived job mobility on in-role and extra-role performance: A Chinese case. Organizational Behavior and Human Decision Processes 77, 3-21.
     Jocarno, F. L. (1990). Management by Culture: Fine-tuning Management to Filipino Culture. Quezon City: JMC Press, Inc.
     Jocarno, F. L. (1999). Management by Culture: Fine-tuning Management to Filipino Culture (revised edition). Quezon City: Punlad Research House.
     Kennedy, J. C. (2000). Malaysian culture and the leadership of organizations: A global study. Malaysian Management Review, 35, 44-53.
     Lapeña, M. A. (2002). Sikolohiyang Pilipino . Unpublished PowerPoint material.
     Lin, W. Q. (2000). Chinese implicit leadership theory. The Journal of Social Psychology, 140(6), 729-740.
     Redding, S. G. (1990). The Spirit of Chinese Capitalism. Berlin: Walter de Gruyter.
     Saufi, R. A. (2002). Leadership style preference of Malaysian managers. Malaysian Management Review, 37, 1-10.
     Silin, R. F. (1976). Leadership and Values. Cambridge, MA: Harvard University Press.
     Sinha, J. B. (1994). The Cultural Context of Leadership and Power. New Delhi: Sage Publications.
     Smith, P. B. (1996). The Manager as mediator of alternative meanings: a pilot study from China . (USA & UK) Journal of International Business Studies, 21 (1), 115-138.
     Smith, P. B.-M. (1997). Leadership, decision-making and cultural context: Event management within Chinese joint ventures . The Leadership Quarterly 8(4), pp. 413-432.
     Tjosvold, D. &. (2004). Leadership Research in Asia: Developing Relationships. In K. L. White, Handbook of Asian Management. Kluwer Academic Publishers: The Netherlands.
     Tjosvold, D. W. (June 2012). Collectivist Values and Open-Mindedness for Chinese Employees Trust of their Japanese Leaders. San Juan, Puerto Rico: Paper, Academy of International Business.
     Tjosvold, D., & Kwok, L. (2004). Leading in High Growth ASIA: Managing Relationship for Teamwork and Change. Singapore: World Scientific Publishing Co.Pte. Ltd.
     Wang, Z. &. (2003). Cross-cultural leadership team development and the Third Culture. In Z. Wang, Advances in HR and OB Studies in China. Shanghai: People`s Publishing House (in press).
     Wang, Z. &. (2003). Integration strategies for mergers and acquisitions in entrepreneurial firms. Shanghai: People`s Publishing House (in press).
     Wang, Z. M. (1998). Conflict Management in China. London : Routledge.
     Xu, L. C. (1987). Recent development in organizational psychology in China. In B. Bass, Advances in Organizational Psychology (pp. 243-251). New York: Sage.
     Xu, L. C. (1989). Comparative study of leadership between Chinese and Japanese managers based upon PM theory. In B. J. Fallon, Advances in Industrial Organizational Psychology. North-Holland: Elsevier.		zh_TW