While the use of expatriate managers to control and manage the foreign subsidiary is well recognized, there is a paucity of literature that considers how expatriate managers’ leadership behaviors affect host country nationals (HCNs). By incorporating leadership contingency perspective into expatriation literature, we examine the boundary conditions of two leadership (planning and consulting) behaviors on HCN managers’ job attitude (i.e., job satisfaction). Specifically, we investigate the moderating effects of decision autonomy and culture novelty of expatriate managers on the aforementioned relationships, using survey data collected from 103 expatriate general managers and 276 HCN managers working in nine American-based multinational hotel chains and found both planning and consulting leadership behaviors to be positively related to HCN managers’ job satisfaction. Decision autonomy and culture novelty acted as boundary conditions of such relationships such that decision autonomy moderated the planning-job satisfaction relationship while culture novelty moderated the consulting-job satisfaction relationship.

尽管使用外籍管理人员来控制和管理外国子公司已得到广泛认可，但很少有文献考虑外籍管理人员的领导行为如何影响东道国国民。通过将领导权变迁观点纳入外派文献中，我们研究了两种领导（计划和咨询）行为对HCN经理的工作态度（即工作满意度）的边界条件。具体而言，我们调查了外籍经理人的决策自主权和文化新颖性对上述关系的调节作用，使用从在九个总部位于美国的跨国酒店连锁店工作的103名外籍总经理和276名HCN经理收集的调查数据，发现规划和咨询领导行为与HCN经理的工作满意度呈正相关。决策自主性和文化新颖性是这种关系的边界条件，因此决策自主性调节了计划-工作满意度关系，而文化新颖性调节了咨询-工作满意度关系。