Leadership and Management in China: Philosophies, Theories, and Practices

Table 6.3.Revised construct domain of paternalistic leadership
dimensions.

Original domain (Farh and
Cheng, 2000 ) Revised domain

Authoritarian leadership

Authority and control
Unwilling to delegate
Top-down communication
Information secrecy
Tight control

Image-building
Act in a dignified manner
Exhibit high self-confidence
Information manipulation

Didactic behaviour
Insist on high performance
standards
Reprimand subordinates for
poor performance
Provide guidance and
instructions for improvements

Underestimation of subordinate
competence
Ignore subordinate suggestions
Belittle subordinate contributions

Authority and control

Expect obedience

Insist on making final

decisions on key issues

Guard key information tightly

Tight control

Reputation-building

Act in a dignified manner

Exhibit high self-confidence

Strict discipline

Insist on high performance

standards

Do not tolerate low

performance

Do not compromise on core

company values

Apply strict discipline

Benevolent leadership

Individualized care
Treat employees as family
members
Provide job security
Assist during personal crises
Show holistic concern
Avoid embarrassing subordinates in
public
Leave room even in extreme cases

Individualized care in non-work

domain

Treat employees as family

members

Assist during personal crises

Show holistic concern

Avoid embarrassing

subordinates in public

194 Jiing-lih Farhet al.