GLOBAL LEADERSHIP


CULTURE – CHINA


T


he recent publication of a new book, ‘Expatriate Managers and Cross-Cultural Leadership in China: Research and practice in leading and managing Chinese employees’,


by Dr Chin-Ju Tsai is a most welcome addition to understanding how to lead effectively in this particular cultural environment. As more organisations decide to operate within


China, so the findings of this research are likely to have wide application. The title won this year’s Relocate and Think Global People Award for the Best Research Contribution – Book. It clearly highlights the value and importance of embracing flexibility in cross-cultural leadership practices. As its author Dr Tsai explains, “by showcasing the experiences of successful expatriate managers in China, the book underscores the positive impact of adaptive leadership approaches on employee satisfaction and leader effectiveness”. Dr Tsai’s research is based on 391 expatriate senior


managers and over 350 Chinese employees. It explains the influence of Chinese cultural values on employee work attitudes and behaviours, the challenges faced by expatriate managers, and effective strategies for leading and managing Chinese employees.


CHINESE EMPLOYEE EXPECTATIONS The findings indicate that Chinese employees demonstrate high levels of respect for hierarchy and authority and a lower propensity to engage in initiatives with proactive behaviour. Chinese workers expect to be given detailed instructions to carry out a task and be monitored to a greater extent than Western managers might expect. Language takes an indirect communication style, with


Chinese workers being unwilling to express their views in public settings. They also place high emphasis on “face”, namely maintaining and respecting esteem, honour and reputation. Chinese workers demonstrate a strong focus on job titles, pay and benefits. The findings also indicate Chinese employees’ preference for lower levels of accountability and that their loyalty is directed more towards individuals whom they have built strong relationships with rather than within the organisation more generally. To some extent these findings reflect what we already


might expect from cultural theory. Theory predicts that the Chinese value high levels of hierarchy, respect power and status, value relationship building and prefer collective


rather than individualistic behaviour. Yet


the book’s findings take our understanding beyond the predictions of cultural theory to suggest means by which senior managers operating in China can achieve greater effectiveness in their leadership styles. Dr Tsai suggests key implications include the importance


of understanding social relations, exchange rules, cultural norms and Chinese employees’ expectations as being crucial for effective leadership. Cultural intelligence and cross-cultural leadership adjustment are vital for expatriate managers’ success. Leadership styles should be aligned with local preferences and norms. Cultural intelligence and adaptive leadership strategies are thus critical for expatriate managers operating in China.


THE CASE OF HONG KONG A further issue to consider is how cultural values change over time. This can be illustrated by the change in leadership and management styles that we are seeing in Hong Kong. There has been a move away from more


Western approaches towards a Chinese-style of business operations. The older generations who formed the backbone of the labour force are reaching retirement age. The new generations of younger people who are entering the labour market have been brought up under the Chinese regime. As such, their expectations of employment and ways of doing business are gaining closer affinity with leadership approaches in China as cultural norms are shifting towards Chinese value sets. This means that Western businesses operating in Hong Kong are more likely to need to take on board and adapt to Chinese cultural values than may have been necessary in the past.


CONVERGENCE OR CROSSVERGENCE? There is no disputing the fact that China is an indomitable force in global business. Chinese operations are extending across the globe. For example, there is a growing presence of Chinese businesses in Africa. An area for consideration is how Western expatriate managers can operate effectively alongside their Chinese counterparts (possibly in a joint venture or partnership-style operation) and work also with local African colleagues who will demonstrate different cultural value sets. The research on leadership effectiveness in China


indicates that Western managers need to align their styles with local preferences, suggesting a convergent approach. Yet, research specifically on HRM practices in West Africa has shown that convergence of cultural values between Western businesses’ leadership and management teams and local African workforces is not taking place to the extent that might be expected. Local people expect to be managed in a style that


matches their value sets and cultural heritage, but also have been shown to embrace some Western approaches. To be successful in Africa, research has indicated a crossvergent leadership style that combines Western means of doing business with local African customs and practices to create a unique value system that can work effectively. Where business operations in Africa involve a Chinese presence alongside local African nationals and Western management, it is likely that a combination of Chinese and African practices will be needed alongside Western means of doing business. How effective leadership styles can best be developed and applied when three (or more) cultures are involved is an interesting area that potentially justifies further research. Given the increasing presence of Chinese operations


in Africa, and the interest in gaining greater footholds into developing economies by Western companies, research into the convergent and crossvergent leadership approaches demands attention. Relocate Global and Think Global People is committed to supporting research development and disseminating information that helps to improve practice.


BUY YOUR COPY:


EXPATRIATE MANAGERS AND CROSS- CULTURAL LEADERSHIP IN CHINA Research and practice in leading and managing Chinese employees


Chin-Ju Tsai. Published by World Scientific https://tinyurl.com/mrj4hwnu


Watch Dr Chin-Ju Tsai’s interview at the Think Global People & Relocate Awards:


https://www.youtube. com/watch?v=3_ mjGFMIjeI


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