In view of today´s dynamic business environment, shared leadership breaks with the classical leadership approaches by offering new possibilities of participation, active contribution and taking over responsibility for employees. Among other aspects, shared leadership certainly relies on highly motivated participants who are willing to implement this new leadership approach. This research study focuses on the motivational factors at work, attitude towards shared leadership and an implementation guideline for shared leadership in a Chinese culture context. This qualitative research is conducted by online-interviews of 10 Chinese citizens, supported by a semi-structured guideline. The results are inductively evaluated by Mayring´s procedure of qualitative content analysis. Regarding mentioned motivational factors, Chinese responses do not significantly differ from Western based literature. An ambivalent attitude towards shared leadership can be determined with transparent concerns that the Chinese participants have in mind. Nonetheless, chances and possible applications of shared leadership can be perceived which lead to a suggested step-by-step guideline, how to implement shared leadership in an existing organization. Among possible limitations, when evaluating the given responses, wishful thinking and reality should be considered. Furthermore, a restricted representativeness for Chinese society by convenience sampling should be noted. Follow-up studies could go further on quantitative researching with the collected impressions from this qualitative research. There could also be a longitudinal study to check for any changes of the attitude towards shared leadership.