| Chapter 1 Introduction | 第1-13页 |
| ·The Subject and the Purpose of the Study | 第9-10页 |
| ·The Possible Significance of the Study | 第10-11页 |
| ·Organization of the Study | 第11-13页 |
| Chapter 2 Literature Review | 第13-22页 |
| ·Culture | 第13-19页 |
| ·National Culture | 第13-15页 |
| ·Organizational Culture | 第15-17页 |
| ·The Relationship between National Culture and Organizational Culture | 第17-19页 |
| ·Power Sources | 第19-20页 |
| ·Power Defined | 第19页 |
| ·Power Sources | 第19-20页 |
| ·Cultures and Managers' Use of Power Sources | 第20-22页 |
| Chapter 3 Chinese and French Cultures and their Impacts on Leadership | 第22-37页 |
| ·Chinese Culture | 第22-26页 |
| ·Chinese National Culture | 第22-26页 |
| ·Chinese Organizational Culture | 第26页 |
| ·French Culture | 第26-29页 |
| ·French National Culture | 第26-29页 |
| ·French Organizational Culture | 第29页 |
| ·Case Analysis | 第29-37页 |
| ·Cross-cultural Leadership in Guangzhou Peugeot | 第30-34页 |
| ·Background | 第30-31页 |
| ·Problems in Guangzhou Peugeot's Cross Cultural Leadership | 第31-34页 |
| ·Cross-cultural Leadership in Carrefour | 第34-36页 |
| ·Background | 第34页 |
| ·Carrefour's Success in Cross-cultural Leadership | 第34-36页 |
| ·Discussion | 第36-37页 |
| Chapter 4 Methodology | 第37-43页 |
| ·Settings and Samples | 第37-38页 |
| ·Nature of the Questionnaire | 第38-43页 |
| ·Power Uses in Different Situations | 第38-39页 |
| ·Power Uses and Leadership Orientation | 第39-40页 |
| ·Power Uses and Employees' Readiness Level | 第40-41页 |
| ·Power Uses and Leadership Effectiveness | 第41-43页 |
| Chapter 5 Results and Discussion | 第43-67页 |
| ·Similarities and Differences in French and Chinese Organizational Cultures | 第43-44页 |
| ·Discussion | 第44-47页 |
| ·Differences in the Frequency Rate of Using Various Power Sources | 第47-52页 |
| ·Discussion | 第52-57页 |
| ·Differences in French and Chinese Managers' Situational Use of Power Sources | 第57-60页 |
| ·Discussion | 第60-64页 |
| ·Discussion on French and Chinese Managers' Leadership Effectiveness | 第64-67页 |
| Chapter 6 Conclusions and Recommendations for French and Chinese Managers | 第67-73页 |
| ·Conclusions | 第67页 |
| ·Limitations | 第67-68页 |
| ·Recommendations for French and Chinese Managers | 第68-71页 |
| ·Respecting and Tolerating Cultural Differences | 第68-69页 |
| ·Enhancing Intercultural Awareness | 第69-70页 |
| ·Improving Use of Power Sources According to Culture | 第70-71页 |
| ·Recommendations for Future Studies | 第71-73页 |
| Appendix 1 Power Sources Survey | 第73-76页 |
| Appendix 2 Key Differences between Small and Large Power DistanceSocieties | 第76-77页 |
| Appendix 3 Key Differences between Collectivist and Individualist Societies | 第77-78页 |
| Appendix 4 Key Differences between Week and Strong Uncertainty Avoidance Societies | 第78-79页 |
| Bibliographies | 第79-80页 |
