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A Chinese–Canadian Cross-Cultural Investigation of Transformational Leadership, Autonomous Motivation, and Collectivistic Value

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A Chinese–Canadian Cross-Cultural Investigation of Transformational Leadership, Autonomous Motivation, and Collectivistic Value
Journal of Leadership & Organizational Studies http://jlo.sagepub.com/ A Chinese−Canadian Cross-Cultural Investigation of Transformational Leadership, Autonomous Motivation, and Collectivistic Value
Zheni Wang and Marylène Gagné Journal of Leadership & Organizational Studies 2013 20: 134 originally published online 27 November 2012 DOI: 10.1177/1548051812465895 The online version of this article can be found at: http://jlo.sagepub.com/content/20/1/134

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iesWang and Gagné

895

JLO20110.1177/1548051812465895Journal

v

A Chinese–Canadian Cross-Cultural Investigation of Transformational Leadership, Autonomous Motivation, and Collectivistic Value
Zheni Wang1 and Marylène Gagné1

Journal of Leadership & Organizational Studies 20(1) 134–142 © Baker College 2013 Reprints and permission: sagepub.com/journalsPermissions.nav DOI: 10.1177/1548051812465895 http://jlo.sagepub.com

Abstract Synthesizing theories of transformational leadership and self-determination, this research investigated whether transformational leaders (a) promote the autonomous motivation of their subordinates and whether (b) it results in higher autonomous motivation when subordinates hold high collectivistic values. Multilevel data were obtained from work samples in China and Canada.The results showed a positive relation between managers’ transformational leadership and subordinates’ autonomous motivation


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