Abstract
This article presents results from two empirical studies. Study 1 introduces the concept of kunja leadership (KL), considered the most central feature of a desirable leader in Confucian societies for 2500 years. KL is defined as the influencing process of a leader who motivates others to produce exceptional results by creating great unity. I utilized convergent and discriminant validity tests and 110 team data points to compare KL with transformational and authentic leadership. Study 2 examined the effectiveness of KL in perceived team performance and organizational citizenship behavior, mediated by trust in the leader, with 110 team leaders and 494 team members. The results of the two studies support the hypothesis that KL is a valid leadership model reflecting Asian values.
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