Contingent model of chinese leadership

Hangzhou, Dec 29th 2010 Xiaojuan Wang Contingent model of Chinese leadership: Challenge of internationalization for Chinese leaders

Agenda 1 China: Tradition and Modernization 4 2 Chinese Culture: evidence from GLOBAL study 7 Prototype leadership of different cultures 10 Insights from global study 11 3 Contingent model of Chinese leadership 14 integrated theoretical model 16 Suggestions for the managers 19

Contingent model of Chinese leadership China: Tradition and Modernization

China: Tradition and Modernization ,[object Object],[object Object],[object Object]

Most influential philosophies in China: Confucianism Personal development: Confucianism argue that there is no end for learning and advancement and stress the individual contribution to family and country. Interpersonal relationship: Confucianism stress “Five relationship” that deal with the norms and duties of five pivotal relationships in society: ruler-minister, father-son, elder-younger brother, et al. Mencius (372 BC-289 BC) Confucius(551 BC – 479 BC) Tung Chung-shu, (179BC–104 BC)

Potential “ leading generalization ” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Contingent model of Chinese leadership Chinese Culture: evidence from GLOBAL study

External adaption-empirical evidence a: significantly higher than the other countries c: significantly lower than the other countries (House,et al.,2004) ,[object Object],[object Object],[object Object],[object Object],[object Object],It is most cherished by all the cultures among the cultural dimensions Performance orientation assertiveness p v p v Confucian Asia 4.58a 5.53c 4.09 4.54a Southern Asia 4.33 5.99a 3.86c 4.65a China 4.45 5.67 3,79 5.44 Indonesia 4.41 5.72 3.87 4,72 Singapore 4.9 5.73 4.17 4.41

Internal integration-empirical evidence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],a: significantly higher than the other countries c: significantly lower than the other countries (House,et al.,2004) Power distance Uncertainty avoidance p v p v Confucian Asia 4.19a 4.0a 4.42 4.74 Southern Asia 4.41a 3.77a 4.1 5.16a China 5.04 3.1 4.94 5.28 Indonesia 5.18 2.69 4.17 5.23 Singapore 4.99 3.04 5.31 4.22

Prototype leadership of different cultures House et al.,(2004) found that the same leadership was evaluated differently in various cultural background +: positive correlation between the cultural dimension and leadership -: negative correlation between the cultural dimension and leadership

Insights from GLOBAL study ,[object Object],[object Object],[object Object]

Insights from Global study The key to solving the problems lies in finding out the contextual factors or moderate variables that influence the effectiveness and practicality of different leadership. ,[object Object],[object Object],[object Object],[object Object]

Contingent model of Chinese leadership Contingent model of Chinese leadership

Findings from western viewpoints ,[object Object],[object Object],[object Object],[object Object],Fiedler (1962) House (1971)

Findings from eastern viewpoints ,[object Object],[object Object],[object Object],[object Object],[object Object]

integrated theoretical model ,[object Object],[object Object],A model including individual differences, organizational variables, relational factors and cultural background

integrated theoretical model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

integrated theoretical model ,[object Object],Reciprocity-focused Performance- focused Status-focused resource ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Suggestions for the managers cultivate democratic atmosphere and reduce power distance in organizations progressively in organization. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Global Competence for Asian Leaders ,[object Object],[object Object],[object Object],Hora Tjitra Hana Panggabean Juliana Murniati Quan HE Jiewei ZHENG Chaohui ZHANG Teng SHENTU Jia ZHOU Xiaojuan WANG Dan ZHAO Xixie ZHANG Sebastian Partogi Yuanbo LIU Tayyibah Mushtaq Research Partners: Funding Partner: Zhejiang University China www.zju.edu.cn Zhejiang University of Technology China www.zjut.edu.cn Atma Jaya Catholic University Indonesia www.atmajaya.ac.id Human Capital Leadership Institute Singapore www.smu.edu.sg

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Contingent model of chinese leadership

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