000 02111naa a2200193uu 4500
001 8071613395510
003 OSt
005 20190211164000.0
008 080716s2008 xx ||||gr |0|| 0 eng d
100 1 _aCHANG, Hsien-Wen
_934974
245 1 0 _aEffect of personal values transformation on leadership behaviour
260 _aOxfordshire, UK :
_bTaylor & Francis,
_cJanuary-February 2008
520 3 _aThis research includes two investigations. The first studies how personal values and leadership behaviour change when individuals are exposed to a foreign culture for a period of time. The second examines which personal values are dominant in motivating leadership behaviour. The leadership behaviour and personal values between Taiwanese with Anglo (the US, Australia, New Zealand and Canada) cultural experience and Taiwanese without foreign cultural experience were compared by using a questionnaire survey. The instruments used were the Leadership Behaviour Description Questionnaire (LBDQ) Form XII for the assessment of leadership behaviour and the Schwartz Portrait Values Questionnaire (PVQ) for the evaluation of personal values. The findings indicate that neither personal values nor leadership behaviour show significant differences between two groups. However, correlations of personal values and leadership behaviour exhibit profound divergence. The results suggest that the leadership behaviour of Taiwanese leaders with Anglo cultural experience is less related to the personal values identified than is the case for the behaviour of Taiwanese leaders without foreign cultural experience. Moreover, the values-in-use, which motivated leadership behaviour in Taiwanese leaders with Anglo cultural experience, are more complicated than those of Taiwanese leaders without foreign cultural experience
700 1 _aLIN, Grier
_934975
773 0 8 _tTotal quality management & business excellence
_g19, 1-2, p. 67-77
_dOxfordshire, UK : Taylor & Francis, January-February 2008
_xISSN 14783363
_w
942 _cS
998 _a20080716
_b1339^b
_cTiago
998 _a20081208
_b1343^b
_cZailton
999 _aConvertido do Formato PHL
_bPHL2MARC21 1.1
_c27031
_d27031
041 _aeng