References
Aryce, S., and Chen, Z. X. 2006. ‘‘Leader–member exchange in a Chinese
context: antecedents, the mediating role of psychological empower-
ment and outcomes,’’Journal of Business Research59: 793–801.
Business Week 2006. ‘‘Chinese police parade prostitute’s customers,’’
December.
Chen, T. Y. 2006. ‘‘Review on antecedents and outcomes of leader–member
exchange quality,’’Management Consulting4: 49–50.
Chen, Z. 1996. ‘‘Managerial skill formulation in Chinese state-owned
corporations: focusing on the leader–member exchange relation as a
facilitator for skill learning,’’Forum of International Development6:
217–236.
Chen, Z., and Lam, W. 2007. ‘‘Making LMX leadership work in China:
is generalizability a problem for the Western concept of LMX in
China?’’ in Graen and Graen (eds.), pp. 65–77.
Chen, Z., Lam, W., and Zhong, J. A. 2007. ‘‘Leader–member exchange
and member performance: a new look at individual-level negative
feedback-seeking behavior and team-level empowerment climate,’’
Journal of Applied Psychology92: 202–212.
Cheng, B. S., and Farh, J. L. 2001. ‘‘Social orientation in Chinese societies:
a comparison of employees from Taiwan and Chinese mainland,’’
Chinese Journal of Psychology43: 207–221.
Table 9.4. (cont.)
Organizational citizenship
American way: Try to be a decent citizen, but both individual competition
and team cooperation must be emphasized to advance
your career.
PRC way: Commit to being a good citizen and emphasize
cooperation over competition to maintain harmony
with your peers; avoid conflict through silence.
Cross-national conflict
American way: Rationalize as particular human weaknesses that must be
overcome to do the job properly and if these cannot be
overcome, replace individual.
PRC way: Accept differences and work cooperatively to overcome
their consequences where feasible.
Linking Chinese leadership theory and practice to the world 295