Abstract
The purpose of this study was to examine how culture influences the use of self-leadership strategies among Hong Kong and Australian students. Results revealed that significant cultural differences were found for some dimensions of self-leadership strategies. Chinese students reported greater use of self-reward, relation-based natural reward, individual-oriented and social-oriented evaluation of beliefs and assumption, whereas Australian students reported greater use of self-goal setting, and self-cueing. However, no cultural differences were found for the use of self-punishment, positive self-talk, visualizing successful performance as well as task-based natural rewards. Implications and future research are also discussed.
| Original language | English |
|---|---|
| Pages (from-to) | 241-249 |
| Number of pages | 9 |
| Journal | Journal of service science and management |
| Volume | 66 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 2013 |
Bibliographical note
Copyright the Author(s) 2013. Version archived for private and non-commercial use with the permission of the author/s and according to publisher conditions. For further rights please contact the publisher.Keywords
- Self-Leadership
- Cross-Cultural Comparison
- Independent-Interdependent Self-Construals
- Individualistic/Collectivistic Cultures
- Promotion and Prevention Regulatory Focus
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