Use of self-leadership strategies

a comparative study of Hong Kong Chinese and Australian students

Jessie Ho, Paul L. Nesbit

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contribution

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 languageEnglish
Title of host publicationBAM 2012 conference proceedings
Subtitle of host publicationmanagement research revisited : prospects for theory and practise
Place of PublicationLondon
PublisherBritish Academcy of Management (BAM)
Pages1-30
Number of pages30
ISBN (Print)9780954960858
Publication statusPublished - 2012
EventBritish Academy of Management Conference - Cardiff, UK
Duration: 11 Sep 201213 Sep 2012

Conference

ConferenceBritish Academy of Management Conference
CityCardiff, UK
Period11/09/1213/09/12

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