Authentic leadership theory development: theorizing on Chinese philosophy

Zhang, Haina; Everett, André M.; Elkin, Graham; Cone, Malcolm H.

doi:10.1080/13602381.2012.690258

Cited by 41 publications

(33 citation statements)

References 50 publications

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“…Our findings show that highly traditional Chinese subordinates see authentic leaders as effective because the leaders generate feelings of trust and respect by showing a willingness to develop social relationships with subordinates. In fact, authenticity is not new in Chinese culture: Chinese leaders are expected to be authentic in reflecting their inner values and beliefs in their external behaviour (Zhang et al., ). These leadership expectations are also consistent with Confucian teachings and values about benevolent leaders.…”

Section: Discussionmentioning

confidence: 99%

“…Although authentic leadership has not been studied in conjunction with traditionality, Confucian values have long emphasized authenticity as the basic, primary virtue manifested as self‐esteem and humane feelings toward others (Whitehead & Brown, ; Zhang, Everett, Elkin, & Cone, ). Furthermore, subordinates who highly respect authority (a key aspect of traditionality) have a better perception of self‐worth under the supervision of authentic leaders (Qian, Lin, & Chen, ).…”

Section: Introductionmentioning

confidence: 99%

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Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context. 真实型领导力、传统性与交互公平感在中国环境中的关系

Yang

et al. 2014

Management and Organization Review

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We examine the effects of authentic leadership on subordinates in the Chinese context. Drawing on attribution processes of self-disclosure, we propose that authentic leaders engaging in self-disclosure practices cultivate subordinates' positive feelings that their leaders like and trust them. We further explain how and why authentic leadership particularly influences highly traditional Chinese subordinates. We propose that Chinese traditionality strengthens the positive effects of authentic leadership on subordinates' perceptions that their leader practices interactional justice, which in turn positively relates to their in-role performance, creativity, and organizational citizenship behaviour. In Study 1, we surveyed 199 employees in 47 work units from nine high-technology organizations in China. The results support the hypothesized relationships. In Study 2, we surveyed 170 employees in 46 work units from various organizations in China. The results show that authentic leadership effects remain unchanged after controlling for the effects of transformational leadership. We discuss the implications for leadership effectiveness in the Chinese context. . His current research interests include high reliability organizations and high reliability practices; risk and uncertainty management; discretion and accountability; and social constructionism and research methods.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context. 真实型领导力、传统性与交互公平感在中国环境中的关系

Yang

et al. 2014

Management and Organization Review

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“…Of the few qualitative papers (3) that explore the construct directly, one seeks to develop the western AL construct for application to a Chinese context (Zhang et al . ), one considers gender issues in relation to AL (Liu et al . ), and the third explores the use of metaphorical selves to alleviate the tensions between leadership authenticity and effectiveness (Nyberg and Svenningsson ).…”

Section: Authentic Leadership – a Critical Narrativementioning

confidence: 99%

Authentic Leadership: Getting Back to the Roots of the ‘Root Construct’?

Iszatt‐White

Kempster

2018

Int J Management Reviews

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In their 2011 review paper, Gardner et al. (Authentic Leadership: a review of the literature and research agenda. Leadership Quarterly, 22, pp. 1120-1145) concluded that the authentic leadership (AL) construct was still in the first stage of evolution, that of concept introduction and evaluation. At that time, the field was characterized by two types of contribution: conceptual expositions and largely quantitative research seeking to map out its antecedents and consequences, moderators and mediators. The current review aims to: (1) critically evaluate the development of the AL construct to the present time; and (2) taking this evaluation as a point of departure, propose the need for a radical re-grounding of understanding of AL aimed at countering what the authors believe to be the substantive flaws in both its philosophical underpinnings and empirical grounding. The authors propose that these shortcomings have arisen owing to the failure of existential and other critiques of the dominant (normative and functionalist) discourse of AL to gain traction, and owing to an absence of practicebased, qualitative research. As a strategic platform for the potential re-grounding and relaunch of AL, the authors propose a radical return to the existential and practice roots of authenticity as the basis for a broader understanding of 'authentic leadership' as a 'central organizing principle' in leadership studies. Despite the flaws identified in the AL construct, the authors suggest that the notion of authenticity may still have a valuable role to play in the study of leadership: that role, however, can only be determined through a thorough understanding of AL as a practice-based phenomenon.

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“…Published emic research is sparsely available in the West, possibly because of a paucity of adequate translations and because Chinese leadership research has not yet contributed significantly to indigenous leadership theories (Cao & Li, 2010). Several papers have identified a possible grafting or cohabitation of Western and Chinese leadership models in developing respective leadership concepts (e.g., Connor, Min, & Iyengar, 2013;Chow, 2005;Gadiesh, Di Paola, Caruso, & Leung, 2007;Gao, Arnulf, & Kristofferson, 2011;Iles & Feng, 2011;Jung et al, 2010;Zhang, Everett, Elking, & Cone, 2012a). Such research, however, has not posited a possible convergence between the two models (e.g., Jogulu, 2010;Chen & Lee, 2008;Conte & Novello, 2008;Gutierrez, Spencer, & Zhu, 2012;Vilkinas, Shen, & Cartan, 2009;Weldon & Chow, 2005) that could produce a holistic concept of leadership.…”

Section: Introductionmentioning

confidence: 99%

Chinese and Western Leadership Models: A Literature Review

King

Wei

2014

jmr

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This study sought to examine how models of Western and Chinese leadership are changing and perhaps converging toward a notionally similar and possibly holistic concept of leadership. Methodology: We reviewed and analyzed research on Western and Chinese leadership published over the past sixty years to develop a different perspective from which to consider the future development of leadership concepts. Findings: We suggest that (1) since the middle of the twentieth century, paradigms of leadership have been changing; (2) Western and Chinese concepts of leadership, though historically different, are converging; and (3) leadership should be considered from a holistic rather than taxonomic perspective. Implications: A holistic view of leadership helps us consider how leadership might evolve and affect future business practices in China and the West. Originality: This paper presents a new perspective on Chinese and Western leadership that facilitates an understanding of how differences in leadership concepts could diminish and how business organizations might evolve in the future.

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Authentic leadership theory development: theorizing on Chinese philosophy

Cited by 41 publications

References 50 publications

Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context. 真实型领导力、传统性与交互公平感在中国环境中的关系

Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context. 真实型领导力、传统性与交互公平感在中国环境中的关系

Authentic Leadership: Getting Back to the Roots of the ‘Root Construct’?

Chinese and Western Leadership Models: A Literature Review

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