Impact of Indigenous Chinese Management Concepts on Leadership Practices

Abstract

This chapter explores the impact of Confucian values and Maoist thoughts on modern Chinese business leaders. Additionally, 142 Chinese managers’ leadership styles are reconciled with traditional Western-based theoretical leadership constructs. By conducting an in-depth content analysis, an almost equal distribution of Confucian and Maoist influence, a third hybrid leadership form, and two distinct patterns can be revealed. While Confucian leaders pursue either ethical or empowering leadership practices, follow Maoist leaders either transactional or transformational leadership styles. The application of a more context-specific and emic approach enables the detection of China-specifics as well as the provision of their causes. By analyzing the impact of both cultural and political dimensions simultaneously, this study enhances the understanding of the interactions between institutions and individuals and makes thereto related suggestions for future research. An important theoretical implication lies in showing why existing theoretical perspectives need modifications to account for emerging market phenomena. An important practical implication is the evidence that in China today both Confucian values and Maoist dialectics coexist.