Effect of personal values transformation on leadership behaviour

This research includes two investigations. The first studies how personal values and leadership behaviour change when individuals are exposed to a foreign culture for a period of time. The second examines which personal values are dominant in motivating leadership behaviour. The leadership behaviour and personal values between Taiwanese with Anglo (the US, Australia, New Zealand and Canada) cultural experience and Taiwanese without foreign cultural experience were compared by using a questionnaire survey. The instruments used were the Leadership Behaviour Description Questionnaire (LBDQ) Form XII for the assessment of leadership behaviour and the Schwartz Portrait Values Questionnaire (PVQ) for the evaluation of personal values. The findings indicate that neither personal values nor leadership behaviour show significant differences between two groups. However, correlations of personal values and leadership behaviour exhibit profound divergence. The results suggest that the leadership behaviour of Taiwanese leaders with Anglo cultural experience is less related to the personal values identified than is the case for the behaviour of Taiwanese leaders without foreign cultural experience. Moreover, the values-in-use, which motivated leadership behaviour in Taiwanese leaders with Anglo cultural experience, are more complicated than those of Taiwanese leaders without foreign cultural experience.