Taiwanese Executives' Leadership Styles and Their Preferred Decision-Making Models Used in Mainland China

Date of Degree


Document Type


Degree Name

Doctor of Philosophy (PhD)




Absael Antelo


Richard L. Henderson


Nancy Robbins


Joseph W. Eyles


This research measured the relationship between the leadership style and preferred decision-making models used by executives at traditional Taiwanese-investment companies in Shanghai, China. This study used a quantitative research methodology. The Leader Behavior Description Questionnaire XII and the General Decision-Making Style Scale were used to measure perceived leadership style and decision-making style, respectively. Four leadership styles were measured based on different intensities of the combination of consideration behavior with initiating structure behavior. Decision-making models comprised the dimensions of rational, intuitive, dependent, avoidant, and spontaneous. The demographics included gender, age, education level, executive title, years of service at the institution, and years of working in the business. The results show that the delegating leadership was used more than other three leadership styles in Mainland China. Moreover, the leadership styles are related to the decision-making models. The significant differences in delegating leadership style were based on the different ages and years of business experience, and the significant differences in the rational, avoidant, and intuitive decision-making models were based on age and education level. Significant difference also existed in the four leadership styles based on the dependent, avoidant, and spontaneous decision-making models.

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