DocumentCode
3183520
Title
Notice of Retraction
Leaders´ influence tactics: A study of Chinese employees
Author
Sun Jiasheng
Author_Institution
Coll. of Bus. Adm., Zhejiang Gongshang Univ., Hangzhou, China
fYear
2011
fDate
8-10 Aug. 2011
Firstpage
3093
Lastpage
3096
Abstract
Notice of Retraction
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
The purpose of this research is to confirm whether influence tactics can be generalized beyond cultural and social differences. It is likely that the influence tactic of leaders reflects cultural values and traditions. However, research on cross-cultural differences in influence tactic is quite rare. Our study tests the generalizability of the works by Kipnis, Schmidt, and Wilkinson (1980) as well as Rao, Hashimoto, and Rao (1997) in China. Our study shows that leadership tactics in the context of western nations are not evident in that of China.
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
The purpose of this research is to confirm whether influence tactics can be generalized beyond cultural and social differences. It is likely that the influence tactic of leaders reflects cultural values and traditions. However, research on cross-cultural differences in influence tactic is quite rare. Our study tests the generalizability of the works by Kipnis, Schmidt, and Wilkinson (1980) as well as Rao, Hashimoto, and Rao (1997) in China. Our study shows that leadership tactics in the context of western nations are not evident in that of China.
Keywords
cultural aspects; personnel; social sciences; Chinese employees; cross-cultural differences; leader influence tactics; leadership tactics; social differences; Cultural differences; Engineering profession; Lead; Organizations; Psychology; Standards organizations; China; employee; influence tactics; leadership;
fLanguage
English
Publisher
ieee
Conference_Titel
Artificial Intelligence, Management Science and Electronic Commerce (AIMSEC), 2011 2nd International Conference on
Conference_Location
Dengleng
Print_ISBN
978-1-4577-0535-9
Type
conf
DOI
10.1109/AIMSEC.2011.6011112
Filename
6011112
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