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Question at position 9 The authors’ aim in writing this article is to examine ... the perceived differences in leadership styles and organisational commitment of managers from Hong Kong and Australia.factors affecting job satisfaction and organisational commitment of Hong Kong and Australian managers.the range of variables affecting Australian and Hong Kong managers’ level of job satisfaction and organisational commitment.the effect of leadership style and organisational culture on perceived job satisfaction and organisational commitment in Australian versus Hong Kong managers.

选项
A.the perceived differences in leadership styles and organisational commitment of managers from Hong Kong and Australia.
B.factors affecting job satisfaction and organisational commitment of Hong Kong and Australian managers.
C.the range of variables affecting Australian and Hong Kong managers’ level of job satisfaction and organisational commitment.
D.the effect of leadership style and organisational culture on perceived job satisfaction and organisational commitment in Australian versus Hong Kong managers.
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Here is the question restated for clarity: Question at position 9 The authors’ aim in writing this article is to examine ... Answer options: 1) the perceived differences in leadership styles and organisational commitment of managers from Hong Kong and Australia. 2) factors affecting job satisfaction and organisational commitment of Hong Kong and Australian managers. 3) the range of variables affecting Australian and Hong Kong managers’ level of job satisfaction and organisational commitment. 4) the effect of leadershi......Login to view full explanation

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Question at position 13 Read the section 'Findings and conclusion' below to answer Question 13. Which THREE findings did the study reveal? Choose (P) THREE findings from the options below. The same results for both groups were found on organisational commitment and bureaucratic organisational culture.The impact of the transformational leadership style on job satisfaction was stronger for Hong Kong managers.A significant positive correlation was found between organisational commitment, job satisfaction and empowerment in Australian managers.Innovative culture had a more significant effect on job satisfaction for the Australian group than their Hong Kong counterparts.Bureaucratic organisational culture was stronger in a large percentage of Hong Kong managers employed in multinational companies.The likelihood of identifying with supportive organisational cultures in the workplace was higher for the Hong Kong group than their Australian counterparts.The impact of a hierarchical leadership style on job satisfaction was directly opposite to that of the transformational leadership style for both groups.

Question at position 6  Choose the most suitable option. What is implied about organisational commitment and job satisfaction? They are indicators in assessing the probability of managers leaving the organisation.They are determinants used by organisations to promote managers.These factors have not been sufficiently addressed in the research literature.There is a connection with manager performance, style and behaviour.

Question at position 9 The authors’ aim in writing this article is to examine ... the perceived differences in leadership styles and organisational commitment of managers from Hong Kong and Australia.the range of variables affecting Australian and Hong Kong managers’ level of job satisfaction and organisational commitment.factors affecting job satisfaction and organisational commitment of Hong Kong and Australian managers.the effect of leadership style and organisational culture on perceived job satisfaction and organisational commitment in Australian versus Hong Kong managers.

Question at position 13 Read the section 'Findings and conclusion' below to answer Question 13. Which THREE findings did the study reveal? Choose (P) THREE findings from the options below. The same results for both groups were found on organisational commitment and bureaucratic organisational culture.The impact of the transformational leadership style on job satisfaction was stronger for Hong Kong managers.A significant positive correlation was found between organisational commitment, job satisfaction and empowerment in Australian managers.Innovative culture had a more significant effect on job satisfaction for the Australian group than their Hong Kong counterparts.Bureaucratic organisational culture was stronger in a large percentage of Hong Kong managers employed in multinational companies.The likelihood of identifying with supportive organisational cultures in the workplace was higher for the Hong Kong group than their Australian counterparts.The impact of a hierarchical leadership style on job satisfaction was directly opposite to that of the transformational leadership style for both groups.

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