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

Abstract

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.

Review and Prospect on Interactional Justice

“…At the same time, they found that the other three dimensions of Big-Five personalities, extraversion, conscientiousness and openness, were not significantly correlated with the perception of interactional justice. In the aspect of leader behaviors, Li and other scholars [18] reported that authentic leaders inclined to show more self-disclosure practices which could make their subordinate feel that they were liked and trusted by their leaders. As a result, the subordinate's perceptions of interactional justice would increase.…”

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

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Be(com)ing Real: a Multi-source and an Intervention Study on Mindfulness and Authentic Leadership

“…Specifically, when subordinates are shown empathic concern for their needs and openness to their opinions by their leaders, they are more likely to feel valued and respected, which increases their sense of interpersonal justice (Schuh et al, 2017). Accordingly, studies have found a positive relationship between followers' justice perceptions and both authentic leadership (Kiersch & Byrne, 2015;Li, Yu, Yang, Qi, & Fu, 2014) and leaders' trait mindfulness (Schuh et al, 2017).…”