| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 1002151 | Journal of World Business | 2013 | 7 Pages |
Abstract
We argue that regional differences in a large culture influence leadership effectiveness. Studying the differences and their consequences on leader–member exchange (LMX) and the employee performances in two neighboring Chinese cities, our empirical results show significant differences between group supervisors in Hong Kong and those in Shenzhen. Hong Kong supervisors apply the LMX technique more aggressively, and also more successfully than their Shenzhen counterparts in terms of improving employee performance and reducing turnover.
Related Topics
Social Sciences and Humanities
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Authors
Ji Li, Yali Tan, Zhenyao Cai, Hong Zhu, Xinran Wang,