With more and more interactions between French and Chinese business people, to enhance their cooperation and improve leadership effectiveness, it’s necessary to make a cross-cultural comparative study on managers’ use of power sources in the two countries. With Hofstede’s cultural dimensions and French & Raven’s power taxonomy as the basic theoretical framework and questionnaire survey as the study method, this paper explores the differences in French and Chinese managers’ use of power sources and illustrates the deeper cultural reasons behind these differences.
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