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Western leadership development and Chinese managers: Exploring the need for contextualization

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  • Gao, Jinsong
  • Arnulf, Jan Ketil
  • Henning, Kristoffersen

Abstract

Summary This paper explores if, and how, Chinese managers perceive Western theories of leadership and leadership development as useful in their business environment. Based on a text analysis approach analyzing term papers of 171 MBA students, this study finds that virtuous leadership is valued the most, whereas authoritarian leadership is valued the least. The respondents are oriented both towards traditional Chinese philosophy and Western leadership theories, and predominantly view leadership development as a necessary contribution to the improvement of Chinese organizations. Concerning the identification and assessment of leadership potential, Western techniques are predominant; sometimes with controversial effects. The study concludes that leadership development techniques need to be adapted to the national context and recommends the role of espoused leadership in cross-cultural MBA classes for future research.

Suggested Citation

  • Gao, Jinsong & Arnulf, Jan Ketil & Henning, Kristoffersen, 2011. "Western leadership development and Chinese managers: Exploring the need for contextualization," Scandinavian Journal of Management, Elsevier, vol. 27(1), pages 55-65, March.
    • Handle: RePEc:eee:scaman:v:27:y:2011:i:1:p:55-65
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    References listed on IDEAS

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    Cited by:

    1. Rogiest, Sofie & Segers, Jesse & van Witteloostuijn, Arjen, 2018. "Matchmaking in organizational change: Does every employee value participatory leadership? An empirical study," Scandinavian Journal of Management, Elsevier, vol. 34(1), pages 1-8.
    2. Gordon Wang & Rick D. Hackett, 2016. "Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good," Journal of Business Ethics, Springer, vol. 137(2), pages 321-345, August.

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