Understanding Leadership in China: Leadership Profiles of State-Owned Enterprises, Multinational Corporations, and Major Economic Trading Partners

Shalhoop, Jarrett H.; Sanger, Michael R.

doi:10.1108/s1535-1203(2012)0000007018

Cited by 7 publications

(6 citation statements)

References 16 publications

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“…Even researchers who question whether personality characteristics consistently predict leader effectiveness have conceded that narrow personality dimensions, such as agency, are better predictors of performance (Bergman, Lornudd, Sjöberg, & Von Thiele Schwarz, 2014). Still, in countries like Japan, Mainland China, South Korea, and Thailand, those with low levels of agency seemed to advance in organizations despite their apparent lacking in the facilitative proclivities, and they appeared to do so more readily than did those with low agency in other contexts (Sanger, Nei, Ferrell, & Yang, 2017;Shalhoop & Sanger, 2012;Winsborough & Sambath, 2013). For this study we pursued data to expand the understanding of this trend.…”

Section: Personality and Leadership Prototypes In Different Countriesmentioning

confidence: 99%

“…Furthermore, country-specific leadership prototypes appear to be stable between industry and employment sectors. For example, the FFM leadership prototypes for Mainland Chinese managers at state-owned enterprises and those working for private MNCs bore striking resemblance to each other and yet were quite dissimilar to the prototypes of their counterparts in Australia, Germany, and the United States (Shalhoop & Sanger, 2012). Our interest was in workplace application.…”

Section: Modern National Culturementioning

confidence: 99%

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The agency paradox: What personality and multirater- assessment data tell us about leader success in Japan.

Sanger¹,

Ferrell²,

Nei³

et al. 2019

Consulting Psychology Journal: Practice and Research

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Organizations need to ensure the international data on which they make personnel decisions are compiled with fairness and are accurately interpreted. But sensitivity to cross-cultural variance should not come at the expense of an evaluation model's predictive qualities. We sought to advance the understanding of individual differences in leader performance and the effects cultural norms may have on perceptions of leadership. We investigated the extent to which agency and conscientiousness predict ratings of achievement motivation in a country where a low level of agency tends to predominate. We identified incumbent Japanese leaders and collected personality and matched multirater-assessment results on each. The resulting sample included 213 rated managers and 1,546 rating supervisors and direct reports who represented a diverse cross section of industry and company affiliations. We provide recommendations to inform best practices for international mid-to senior-level talent-management programs. What's It Mean? Implications for Consulting PsychologyThe foundations of a talent-management program designed to support leader success in Japan are often compelled to rely on conclusions drawn from North American or European data. This research offers practical insight for those questioning the efficacy of such programs. Our results can benefit organizations that experience disparate outcomes when leader-evaluation models are applied across countries.

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Section: Personality and Leadership Prototypes In Different Countriesmentioning

confidence: 99%

Section: Modern National Culturementioning

confidence: 99%

The agency paradox: What personality and multirater- assessment data tell us about leader success in Japan.

Sanger¹,

Ferrell²,

Nei³

et al. 2019

Consulting Psychology Journal: Practice and Research

Self Cite

View full text Add to dashboard Cite

show abstract

“…These principles are taught with the intent of having an impact on how SOE leaders act and judge others in relation to the leadership of their organizations. [22] Our review of recent research on Chinese leadership character, values, and behaviors leads us to surmise that there is a continuing influence of Confucian values as well as Communist ideological principles on Chinese perceived "good leadership".…”

Section: Confucian Influences On Exemplary Leadership Charactermentioning

confidence: 99%

Themes in “Good Leadership”: An Analysis of Personal Stories of Inspiration from the Daqing Oil Field

Miles¹,

Jenster²,

Gill³

2014

Advances in Social Science, Education and Humanities Research

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This study explores the practice of Chinese leadership within a large Chinese State-Owned Enterprise (SOE). Seventy middle managers were asked to submit a handwritten Chineselanguage "leadership story", identifying a leader who they had experienced modeling "good leadership", the specific behavior(s) that this leader exhibited, and the situational context in which the behavior(s) had occurred. Participants were also asked to outline the cultural influences that, in their view, had influenced that behavior(s). Results show nine clusters of exemplary leadership behaviors: Caring, Respectful / Fair, Guiding / Mentoring, Professional and Technically Knowledgeable, Objectivity / Pragmatism, Leading by Example, Accountability, Visionary / Innovation, and Discipline. The study defines and summarizes these clusters and provides specific examples of leadership behavior consistent with each cluster.

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“…Organization and strategy scholars (Helmich and Brown, 1972) studying CEO succession generally dichotomize CEO successor origin into insiders and outsiders, where insiders are executives promoted from within the firm and outsiders come to new CEO positions from other organizations (Shalhoop and Sanger, 2012). More recently, researchers suggest that for outside successors the further distinction of intra‐industry and outside industry will provide valuable insights (Zhang and Rajagopalan, 2003).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

CEO succession and organizational transitions: case of state‐owned enterprises

Helmich

Gilroy

2012

Chinese Management Studies

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PurposeThe aim of this paper is to investigate CEO succession in China's state‐owned enterprises (SOE) from within intra‐industry labor market. One hypothesis looks at the proportion of SOEs in the industry which will be negatively associated with the likelihood of intra‐firm succession. Another proposition claims the performance gap between SOEs and the industry average level is positively related to the likelihood of intra‐firm succession.Design/methodology/approachSecondary source data on 79 CEO successions and descriptive company measures were obtained. Background variables such as ROA and employee number were collected from the Tianjin Statistical Yearbook. Pearson and logistic regression coefficients provided tests of hypotheses.FindingsThe hypotheses are strongly supported given all measures of performance. The likelihood of intra‐firm succession is negatively associated with the proportion of SOEs in a particular industry. The lower the performance of SOEs behind the industry average level, the greater the likelihood of intra‐firm succession.Research limitations/implicationsThe sample size used is moderate. Even though Tianjin is a large industrial center, generalizations to all of China may be limited.Practical implicationsThe results support the overall argument that firms within a gradualist economic transition environment in China will tend to choose an internal CEO succession when firms have a limited qualified managerial supply outside the organization. Future research examining the CEO successor in both SOEs and non‐SOEs will provide a more complete picture of organization management with transitional economies evolving into the largest world‐leading economies.Originality/valueThe data base is unique. The paper looks at the business activities and management processes of China's SOEs for the purpose of understanding the way leadership develops; and the organizational effect it has on top management succession. The research not only contributes to the succession literature but also enables managers and investors to better understand the practice of top management succession in Chinese SOEs.

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Understanding Leadership in China: Leadership Profiles of State-Owned Enterprises, Multinational Corporations, and Major Economic Trading Partners

Cited by 7 publications

References 16 publications

The agency paradox: What personality and multirater- assessment data tell us about leader success in Japan.

The agency paradox: What personality and multirater- assessment data tell us about leader success in Japan.

Themes in “Good Leadership”: An Analysis of Personal Stories of Inspiration from the Daqing Oil Field

CEO succession and organizational transitions: case of state‐owned enterprises

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