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

categorically by most subordinates today. Including such behaviors in
the domain of authoritarian leadership will not only provoke negative
reactions by subordinates, but also undermine the legitimacy of the
leader’s authority. Thus, we propose to delete two behaviors that
have negative implications – ‘‘ignore subordinate suggestions’’ and ‘‘belit-
tle subordinate contributions’’ – and reword several others to soften
their negative implications. For example, ‘‘unwilling to delegate’’ and

Table 6.3. (cont.)

Original domain (Farh and
Cheng, 2000 ) Revised domain

Individualized care in work

domain

Concern about career

development

Provide feedback, coaching,

and mentoring

Provide job security

Allow chances for correcting

mistakes

Moral leadership

Unselfishness
Reject egocentric impulses for a
higher moral good
Put collective interests ahead of
personal interests
Adhere personally to rules of proper
and virtuous behavior

Lead by example
Act as an exemplar in work and
personal conduct
Demonstrate financial and
commercial success

Unselfishness

Do not abuse authority for

personal gain

Do not mix personal interests

with business interests

Put collective interests ahead of

personal interests

Job devotion

Competent for the job

Lead by example

Treat people fairly

Act responsibly

Personal integrity

Honesty; keeping promises;

self-discipline; kindness

Paternalistic leadership in Chinese organizations 195