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Managerial Attitudes and Leadership Power in U.S. Companies in Taiwan, R.O.C

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image of International Journal of Comparative Sociology
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The aim of the present research is to study the differences in various managerial dimensions between top-level Chinese and American managers of U.S.-related companies in Taiwan (R.O.C.). The findings provide a solid basis upon which multinational corporations (MNCs) may endeavor to make sound corporate policies, especially in staffing decisions. About two hundred Chinese and American executives were surveyed on general attitudes toward their jobs; on job satisfaction in hierarchical need categories; on paternalistic orientation toward company behavior; on ethnocentric attitudes toward certain managerial issues; and on their supervisor's bases of leadership power. The results showed that: (1) Chinese and American managers did not show significant differences in general job attitudes; (2) Chinese managers were less satisfied in the selfactualization need category; (3) Chinese managers had a greater interest in company paternalism, probably attributable to cultural differences; (4) Chinese and American managers had different attitudes on certain ethnocentric factors affecting expatriates' managerical effectiveness. These differences might well be expected to influence the bases of leadership power of Chinese and American supervisors. However, while overall these executive supervisors received good marks in the five bases of leadership power, surprisingly there were no significant differences between Chinese and American managers as perceived by their American and Chinese subordinates separately. The implications are these: the findings from the present study point to a generally positive impact of cultural adaptation on the Chinese and American managers of U.S.related corporations in Taiwan; the success of executives in these firms, in establishing their bases of leadership power, has varied considerably in different areas; because Chinese and American managers have not shown a significant difference in leadership behavior, a staffing policy that gives Chinese and American expatriate managers equal opportunities to move into top positions is more likely to motivate host-country managers and keep expatriate managers on their toes.


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