In search of chinese paternalistic leaderhip: Conflicting evidence from samples of mainland China and Hong Kong's small family businesses

Research output: Contribution to conferencePaper

Abstract

Extant empirical research has failed to support the popular belief that paternalistic leadership (PL) style is a basic characteristic in Chinese organizations. In search of empirical evidence that paternalistic leadership (PL) is a practicing style in Chinese culture, surveys were conducted with employees from small Chinese family-owned businesses (CFBs) in mainland China (n = 275) and Hong Kong (n = 251). In the China Sample, PL’s three dimensions (authoritarianism, benevolence, and morality) were internally convergent, managers exhibited reasonably high levels of PL, and PL as a whole predicted positive employee-perceived outcomes. In the Hong Kong sample, however, PL’s three dimensions showed inconsistent correlations, which are similar to the extant empirical findings; PL as a whole subsequently could not be analyzed for that sample. Information gleaned from post hoc interviews helped explain the survey findings.
Original languageEnglish
Pages7626-7626
Number of pages1
Publication statusPublished - 29 May 2011
EventICA 2011 - 61st Annual International Communication Association Conference: Communication @ the Center - Boston, United States
Duration: 26 May 201130 May 2011

Conference

ConferenceICA 2011 - 61st Annual International Communication Association Conference
Country/TerritoryUnited States
CityBoston
Period26/05/1130/05/11

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