Abstract
Based on the theoretical framework of Chinese developmental leadership, this study develops a scale for this leadership style and verifies its construct validity. The study finds that Chinese developmental leadership is a two-factor second-order latent construct, and its two sub-dimensions (en and wei) are positively correlated to each other in specific contexts. This makes Chinese developmental leadership a more functional type of paternalistic leadership. Furthermore, the data from 73 dyadic leader-subordinate samples of Chinese mainland employees reveals that Chinese developmental leadership positively relates to subordinate in-role and extra-role performance.
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