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Whipping into shape: Construct definition, measurement, and validation of directive-achieving leadership in Chinese culture

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  • Tingting Chen

    (Lingnan University)

  • Fuli Li

    (Xi’an Jiaotong University)

  • Kwok Leung

    (Chinese University of Hong Kong)

Abstract

Based on Confucian thought, this research theorizes a new form of hierarchical approach to leadership in Chinese culture. This leadership concept, termed as directive-achieving leadership, reflects the Confucian juxtaposition of hierarchical control with a training and achieving focus. Study 1 developed a measure for this leadership style and found evidence of its construct validity. In Study 2, we collected three-wave, multi-source data from 208 employees and their immediate supervisors working in a large state-owned group corporation located in China. This study examined how directive-achieving leadership affects subordinate job performance, in comparison with authoritarian leadership. Our findings revealed that directive-achieving leadership had a positive mediated relationship with subordinate job performance through role clarity and cognition-based trust. By contrast, authoritarian leadership showed no effect on the role clarity, trust, or job performance of subordinates. We discuss the implications of the hierarchical approach to leadership in the Chinese context and provide directions for future research.

Suggested Citation

  • Tingting Chen & Fuli Li & Kwok Leung, 2017. "Whipping into shape: Construct definition, measurement, and validation of directive-achieving leadership in Chinese culture," Asia Pacific Journal of Management, Springer, vol. 34(3), pages 537-563, September.
    • Handle: RePEc:kap:asiapa:v:34:y:2017:i:3:d:10.1007_s10490-017-9511-6
    DOI: 10.1007/s10490-017-9511-6
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    Cited by:

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    2. Xiaowan Lin & Long W. Lam & Lida L. Zhang, 2020. "The curvilinear relationship between job satisfaction and employee voice: Speaking up for the organization and the self," Asia Pacific Journal of Management, Springer, vol. 37(2), pages 587-607, June.
    3. An-Chih Wang & Yanyu Chen & Miao-Sui Hsu & Yi-Chieh Lin & Chou-Yu Tsai, 2022. "Role-based paternalistic exchange: Explaining the joint effect of leader authoritarianism and benevolence on culture-specific follower outcomes," Asia Pacific Journal of Management, Springer, vol. 39(2), pages 433-455, June.
    4. Lin Liu & Hsing-Wei Tai & Kuo-Tai Cheng & Chia-Chen Wei & Chang-Yen Lee & Yen-Hung Chen, 2022. "The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan," Sustainability, MDPI, vol. 14(16), pages 1-22, August.
    5. Elia Pizzolitto & Ida Verna & Michelina Venditti, 2023. "Authoritarian leadership styles and performance: a systematic literature review and research agenda," Management Review Quarterly, Springer, vol. 73(2), pages 841-871, June.

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