This project was conducted with the objective of measuring differences between U.S. American and Chinese preferences for specific leadership characteristics and behaviors. An online survey was administered to U.S. American and Chinese nationals working in U.S.-based multinational corporations (MNCs). Respondents were asked to indicate the extent to which they considered 112 characteristics or behaviors to contribute to or inhibit effective leadership. The data were statistically analyzed to measure variances in how the two samples responded to each item, and to provide insight into what characteristics or behaviors contribute to or inhibit effective leadership in China and in the U.S. The research findings were compared with cross-cultural/intercultural leadership literature, in particular the global leadership and organizational behavior effectiveness project (GLOBE).
Several of the findings of this study are similar to those previous research projects conducted on U.S. and Chinese people. Specifically, charismatic and team oriented leadership, which previous research suggests are universal facilitators of effective leadership, were found to facilitate effective leadership. Additionally, many of the individual leader attributes found to facilitate effective leadership in the U.S and China respectively, were also reported to do so in this study. However, the findings also suggest that Chinese orientation towards uncertainty may be weakening, whereas the U.S. data provide a moderate level of support that suggests that the U.S. orientation along the in-group collectivism dimension is strengthening. Unfortunately, due to an unexpectedly small sample size, the findings of this project are limited in their utility. This project did, however, provide invaluable insight into the process of leadership research in China that will inform the design and further define the scope of the second phase of the research.
","abstract_html":"<p>This project was conducted with the objective of measuring differences between U.S. American and Chinese preferences for specific leadership characteristics and behaviors. An online survey was administered to U.S. American and Chinese nationals working in U.S.-based multinational corporations (MNCs). Respondents were asked to indicate the extent to which they considered 112 characteristics or behaviors to contribute to or inhibit effective leadership. The data were statistically analyzed to measure variances in how the two samples responded to each item, and to provide insight into what characteristics or behaviors contribute to or inhibit effective leadership in China and in the U.S. The research findings were compared with cross-cultural/intercultural leadership literature, in particular the global leadership and organizational behavior effectiveness project (GLOBE).</p> <p>Several of the findings of this study are similar to those previous research projects conducted on U.S. and Chinese people. Specifically, charismatic and team oriented leadership, which previous research suggests are universal facilitators of effective leadership, were found to facilitate effective leadership. Additionally, many of the individual leader attributes found to facilitate effective leadership in the U.S and China respectively, were also reported to do so in this study. However, the findings also suggest that Chinese orientation towards uncertainty may be weakening, whereas the U.S. data provide a moderate level of support that suggests that the U.S. orientation along the in-group collectivism dimension is strengthening. Unfortunately, due to an unexpectedly small sample size, the findings of this project are limited in their utility. This project did, however, provide invaluable insight into the process of leadership research in China that will inform the design and further define the scope of the second phase of the research.</p>","abstract_has_math":false,"creators":["Leisey, Robert"],"institution":null,"degree_name":"Master of Arts (M.A.)","degree_level":"Thesis - Pacific Access Restricted","degree_discipline":"Intercultural Relations","degree_department":null,"school":null,"contributors":["Janet Bennett","Christopher Deal"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2010,"date_issued":"2010-01-01T08:00:00Z","date_published":"2010-01-01T08:00:00Z","updated_at":"2026-07-24T05:36:46Z","subjects":["Leadership Cross-cultural studies","Leadership Research","Leadership China","Leadership United States","Arts and Humanities","Social and Behavioral Sciences"],"languages":[],"rights":[],"rights_urls":["http://rightsstatements.org/vocab/InC/1.0/"],"identifier_entries":[]},"links":{"outbound_url":"https://scholarlycommons.pacific.edu/uop_etds/760","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Janet Bennett","Christopher Deal"]},{"key":"dc:creator","label":"Author","values":["Leisey, Robert"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2010-01-01T08:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Intercultural Relations"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Thesis - Pacific Access Restricted"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Master of Arts (M.A.)"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Leadership Cross-cultural studies","Leadership Research","Leadership China","Leadership United States","Arts and Humanities","Social and Behavioral Sciences"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:rights","label":"Dc Rights","values":["http://rightsstatements.org/vocab/InC/1.0/"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://scholarlycommons.pacific.edu/uop_etds/760"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This project was conducted with the objective of measuring differences between U.S. American and Chinese preferences for specific leadership characteristics and behaviors. An online survey was administered to U.S. American and Chinese nationals working in U.S.-based multinational corporations (MNCs). Respondents were asked to indicate the extent to which they considered 112 characteristics or behaviors to contribute to or inhibit effective leadership. The data were statistically analyzed to measure variances in how the two samples responded to each item, and to provide insight into what characteristics or behaviors contribute to or inhibit effective leadership in China and in the U.S. The research findings were compared with cross-cultural/intercultural leadership literature, in particular the global leadership and organizational behavior effectiveness project (GLOBE).
Several of the findings of this study are similar to those previous research projects conducted on U.S. and Chinese people. Specifically, charismatic and team oriented leadership, which previous research suggests are universal facilitators of effective leadership, were found to facilitate effective leadership. Additionally, many of the individual leader attributes found to facilitate effective leadership in the U.S and China respectively, were also reported to do so in this study. However, the findings also suggest that Chinese orientation towards uncertainty may be weakening, whereas the U.S. data provide a moderate level of support that suggests that the U.S. orientation along the in-group collectivism dimension is strengthening. Unfortunately, due to an unexpectedly small sample size, the findings of this project are limited in their utility. This project did, however, provide invaluable insight into the process of leadership research in China that will inform the design and further define the scope of the second phase of the research.
"]},{"key":"dc:source","label":"Dc Source","values":["121"]},{"key":"dc:title","label":"Title","values":["Globally competent leadership : comparison between U.S. American and mainland Chinese conceptualization of effective leadership"]}]}],"canonical_facts":{"dc:contributor":["Janet Bennett","Christopher Deal"],"dc:creator":["Leisey, Robert"],"dc:date.available":["2010-01-01T08:00:00Z"],"dc:description.abstract":["This project was conducted with the objective of measuring differences between U.S. American and Chinese preferences for specific leadership characteristics and behaviors. An online survey was administered to U.S. American and Chinese nationals working in U.S.-based multinational corporations (MNCs). Respondents were asked to indicate the extent to which they considered 112 characteristics or behaviors to contribute to or inhibit effective leadership. The data were statistically analyzed to measure variances in how the two samples responded to each item, and to provide insight into what characteristics or behaviors contribute to or inhibit effective leadership in China and in the U.S. The research findings were compared with cross-cultural/intercultural leadership literature, in particular the global leadership and organizational behavior effectiveness project (GLOBE).
Several of the findings of this study are similar to those previous research projects conducted on U.S. and Chinese people. Specifically, charismatic and team oriented leadership, which previous research suggests are universal facilitators of effective leadership, were found to facilitate effective leadership. Additionally, many of the individual leader attributes found to facilitate effective leadership in the U.S and China respectively, were also reported to do so in this study. However, the findings also suggest that Chinese orientation towards uncertainty may be weakening, whereas the U.S. data provide a moderate level of support that suggests that the U.S. orientation along the in-group collectivism dimension is strengthening. Unfortunately, due to an unexpectedly small sample size, the findings of this project are limited in their utility. This project did, however, provide invaluable insight into the process of leadership research in China that will inform the design and further define the scope of the second phase of the research.
"],"dc:identifier":["https://scholarlycommons.pacific.edu/uop_etds/760"],"dc:rights":["http://rightsstatements.org/vocab/InC/1.0/"],"dc:source":["121"],"dc:subject":["Leadership Cross-cultural studies","Leadership Research","Leadership China","Leadership United States","Arts and Humanities","Social and Behavioral Sciences"],"dc:title":["Globally competent leadership : comparison between U.S. American and mainland Chinese conceptualization of effective leadership"],"thesis:degree_discipline":["Intercultural Relations"],"thesis:degree_level":["Thesis - Pacific Access Restricted"],"thesis:degree_name":["Master of Arts (M.A.)"]},"updated_at":"2026-07-24T05:36:46Z"}