Adapting the congruent temperament model with culturally specific work motivation elements

Abstract

Purpose

Although China is beginning to emerge on the world economic stage, many Chinese workers are newcomers to the Western notions of leadership. Those examining leader behavior and follower motivations should consider unique traditions that influence the motivation process in other cultural settings. The purpose of this paper is to address this issue.

Design/methodology/approach

The approach is the theoretical adaptation of the congruent temperament model based upon personal experience and study of Chinese history and culture.

Findings

A valid criticism of the congruent temperament model is the exclusion of distinctive cultural norms, as Western ideas of leadership, personality, and motivation may not be congruent with other cultures. This article, modifies this paradigm by acknowledging the influence of various culturally specific work motivation catalysts (e.g. guanxi, mianzi). Although the original model lacks universality, the general framework can be adapted to account for cultural differences.

Research limitations/implications

The greatest limitation is the conceptual nature of the graphical representations provided. As such, empirical testing of the proposed relationships should commence to ascertain support.

Practical implications

As China moves rapidly towards global integration, an attempt to understand leadership and work motivation in relation to Chinese workers is certainly warranted. Western leaders must consider cultural variables as they strive to provide effective leadership.

Originality/value

Cultural diversity and globalization mandate the development of models appropriate for unique cultures. This is the first attempt to adapt the congruent temperament model to Chinese followers and provides a defined conceptualization that lends itself to intellectual debate and empirical inquiry.

Citation

Humphreys, J. (2007), "Adapting the congruent temperament model with culturally specific work motivation elements", Cross Cultural Management: An International Journal, Vol. 14 No. 3, pp. 202-216. https://doi.org/10.1108/13527600710775757