The Impact of Cultural Dimensions on Leadership Effectiveness: Empirical Evidence from Chinese Higher Education Sector

Abstract

This paper tries to understand the impact of cultural dimensions on leadership effectiveness in Chinese higher education sector by using contingency theory. This study adopts questionnaire survey to collect 203 questionnaires from personnel in Chinese higher education sector. The data were analyzed using descriptive statistics, correlation, multiple regression analysis. The results show that responses have displayed a rather narrow power distance by preferred consultation among leaders and subordinates. The respondents prefer strong uncertainty avoidance, which stresses the leaders’ favor of rules, standards, and procedures in dealing with ambiguity. Responses also indicate that people are not in favor of strong masculinity, with very low score in this category, and leaders are more supportive with the idea of gender equality. Regarding to individualism, the respondents slightly prefer independence. Respondents are more in favor of long-term orientation. To them, plans and decisions relating to the future are important, and long-term performance of the organization are treasured. The finding further reveals that: there is a significant impact of culture dimensions on the use of people on every aspect of cultural dimensions. Particular aspect such as coordination, and effective time management has effects on power distance. Effective time management has effect on uncertainty avoidance. Decision making has effect on masculinity. Coordination, use of people and effective time management influence individualism. Decision making, Coordination, and use of people play a role on individualism. The findings also shed some light on cultural studies which will benefit managers and scholars as well.