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Profiling the Chinese manager: exploring dimensions that relate to leadership

Profiling the Chinese manager: exploring dimensions that relate to leadership Purpose – This paper explores the leadership profile of managers in China and in so doing identifies demographics factors that shape perceptions of what makes an excellent Chinese leader. Design/methodology/approach – Summated scales for the importance of Excellent Leader (EL), Personal Qualities (PQ), Managerial Behaviour (MB), Organisational Demands (OD) and Environmental Influences (EI) were developed using most of the items categorised by Selvarajah et al. and several other items rated highly in this study. A structural model was constructed to explain the relationship in excellence in leadership. Findings – The structural model confirmed that managerial behaviour was the most important construct determining leadership in China and that even with the changes in the political and social systems in the last 60 years, the Chinese belief in Confucianism is highly valued. Practical implications – China is undergoing dramatic changes and understanding China within a changing cultural context is important to international participants entering the country. Originality/value – This paper contextualises leadership within societal‐cultural change http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Profiling the Chinese manager: exploring dimensions that relate to leadership

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730810876159
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper explores the leadership profile of managers in China and in so doing identifies demographics factors that shape perceptions of what makes an excellent Chinese leader. Design/methodology/approach – Summated scales for the importance of Excellent Leader (EL), Personal Qualities (PQ), Managerial Behaviour (MB), Organisational Demands (OD) and Environmental Influences (EI) were developed using most of the items categorised by Selvarajah et al. and several other items rated highly in this study. A structural model was constructed to explain the relationship in excellence in leadership. Findings – The structural model confirmed that managerial behaviour was the most important construct determining leadership in China and that even with the changes in the political and social systems in the last 60 years, the Chinese belief in Confucianism is highly valued. Practical implications – China is undergoing dramatic changes and understanding China within a changing cultural context is important to international participants entering the country. Originality/value – This paper contextualises leadership within societal‐cultural change

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Jun 13, 2008

Keywords: Leadership; Business excellence; China; Interpersonal skills; Managerialism

References