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

cannot commit to organizations whose leaders are not described by
them as excelling on all three facets.
Networks of lasting relationships have characterized the Han
people throughout their history and any leadership theory that denies
this feature will suffer thereby. Leadership theory for the Han people
must include sharing with followers networks of relationships. To get
anything out of the ordinary accomplished that a Chinese leader
cannot do alone requires some trusted relationships. This is one way
pragmatism emerges in Chinese society.

Table 9.2.Leadership in mainland China.

Leadership
facet

Traditional Chinese

paternalistic

Modern corporate

economic

True cultural

bonding

Moral Obligation to
enhance and
preserve
reputation of
family as
demanding
respect and
esteem (Face-
enhancing)

Obligation to

enhance and

preserve health of

company for all

stakeholders,

equitably (Create

wealth)

Achieve profit, be a

good citizen and

ensure welfare for

all by managing

efficiency, risk,

and adaptation

(Fairness)

Authority Clear lines of
authority and
trust according to
family ties
(Confucian
values)

Bureaucratic

structures

supported by

legal system

(Legitimate)

Network
organization
characterized by
sharing network
leadership at all
levels and in all
functions
(Functional)
Servant Treat all employees
as extended
family or family
by patriarch or his
representatives
(Father’s duty)

Standardized

and group

consideration of

all employees’

needs by bureau

(Personnel

department)

Bi-cultural servant

and mentor of

employees as

needed for both

inside- and

outside-work

issues (Brother’s

duty)

Source:Modified from Farh and Cheng ( 2000 ).

Linking Chinese leadership theory and practice to the world 281