This paper analyzes the extent to which both traditional Chinese cultural values and Chinese psychology influence Chinese perceptions and approaches to conflict resolution and thus affect Chinese negotiating behaviour. An attempt is made to illustrate salient cultural values and orientations, and empirical data is used to identify Chinese conflict preferences. The extent to which both these cultural values and conflict preferences have shaped a distinctive Chinese negotiation style is then examined.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -To explain and illustrate the innovative full range leadership (FRL) model from Bass and Avolio and to demonstrate how this model can be utilized within organizations to develop transformational leadership.Design/methodology/approach -This paper describes in detail the FRL model and shows how the transformational leadership styles identified within the model are highly correlated with leader performance. Drawing on extensive personal consulting experience, the paper then outlines how the model, and the associated multifactor leadership questionnaire (MLQ), can be used successfully in training/development interventions in organizations.Findings -The FRL model is probably the most research and validated leadership model in use world-wide today. The transformational styles described by the model are highly correlated with leadership success. Transformational leadership can be successfully taught by a development process which utilizes a combination of 360 degree feedback using the MLQ, structured workshops, and one-to-one coaching sessions.Practical implications -This paper offers a very practical leadership path approach to developing transformational leadership competence, drawing on extensive experience of delivering such programmes with large client organizations world-wide.Originality/value -The originality of the FRL model lies in the concept of a ''range'' of leadership behaviors which all leaders demonstrate. Rather than insisting that one must lead ''like this'', the FRL model makes the point that what is required is a change in the balance of leadership behaviours, away from the more transactional and more towards the transformational. The value of the paper lies in the description of a tried and tested methodology for applying the FRL model in an organizational setting.

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This paper reports the results of an empirical study into the orientations towards conflict and preferred conflict management styles of Chinese managers in Hong Kong. The differences in styles between Chinese and Western managers are then traced back to aspects of Chinese culture and traditional values. The difficulties caused by these contrasting styles, both for the transfer of western managerial practices and for the operation of multi-ethnic organisations in Hong Kong, are noted. Similarly, the effects of these cultural values on the preferred Chinese learning styles are also discussed. Finally, the problems of attempting to develop the acquisition of contingent conflict handling skills by Chinese managers in Hong Kong are addressed and two central problems of attitude change and learning style identified.

Seeks to trace the distinctive contours of the processes of entrepreneurial and managerial development among the culturally similar Overseas (Nanyang) Chinese populations of South‐east Asia. Identifies both the indigenous form of entrepreneurial development found in small Chinese businesses and the cultural barriers to the transfer of standard western management development processes to larger organizations in the region. Concludes by offering advice on how to tailor management development programmes successfully for use in the region.