Influence actions of school principals in Hong Kong, Mainland China and the United States: a cross-cultural perspective

Abstract

The aim of the study was to determine if Chinese school principals use influence actions differently from US principals. The concepts framing this study are leader influence actions, societal and local culture. The analysis was conducted with data from two independent studies conducted in each country using the strategic leadership questionnaire (SLQ^TM). The data suggest that (1) managing and transforming actions are universal, (2) relationship influence actions (bonding, bridging and bartering) are culturally sensitive and (3) societal values are less important than local values in determining which influence actions principals employ.

Keywords:

• leader influence actions
• cross-cultural
• school leader actions
• east and west

Acknowledgements

The authors would like to express their gratitude to the Research Grant Council of Hong Kong for the support of this research (RGC Ref. no.: 452710).