Abstract

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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