contingent model of chinese leadership
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Building the Global Competence for Asian Leaders Hangzhou, Dec 29th 2010
Xiaojuan Wang
Contingent model of Chinese leadership:
Challenge of internationalization for Chinese leaders
Building the Global Competence for Asian Leaders
Agenda
2
1 China: Tradition and Modernization 4
2 Chinese Culture: evidence from GLOBAL study 7
Prototype leadership of different cultures 10
Insights from global study 11
3 Contingent model of Chinese leadership 14
integrated theoretical model 16
Suggestions for the managers 19
China: Tradition and Modernization
Contingent model of Chinese leadership
Building the Global Competence for Asian Leaders
China: Tradition and Modernization
4
China has enjoyed great economic prosperity and societal development since then in 1978 when Chinese government decided to develop its economy with reform and open policy .
Along with the economic prosperity and societal development , internationalization and scientific advancement transform Chinese behavior and values. Specifically, the youth generation are socialized by the society values and practices.
Extreme long history and profound influences of Confucius philosophies make China different from all the other countries in the sense that the basic values, beliefs and preferences here are very difficult to change completely. “Guanxi”, “power distance”, “Confucius ethics”, “loyalty”, et al. still determines the individual `s preference and behavior to a great extent than nobody can ignore it.
Building the Global Competence for Asian Leaders
Most influential philosophies in China: Confucianism
5
Personal development: Confucianism argue that
there is no end for learning and advancement and
stress the individual contribution to family and
country.
Interpersonal relationship:Confucianism stress “Five
relationship” that deal with the norms and duties of five
pivotal relationships in society: ruler-minister,
father-son, elder-younger brother, et al.
Mencius (372 BC-289 BC)
Confucius(551 BC – 479 BC)
Tung Chung-shu, (179BC–104 BC)
Building the Global Competence for Asian Leaders
Potential “leading generalization”
6
• the Bird's Nest Generation
• the Bird's Nest Generation– Volunteers of 2008 Beijing
Olympic Games
• “elegant and proficient in foreign languages, good communication, respect for the rules, strong sense of responsibility, advocate participation, with the characteristics of the era of reform and opening”
– China daily,2008
• The group, aged 10 to 29, accounts for about one third of China's 1.3 billion people .
Chinese Culture: evidence from GLOBAL study
Contingent model of Chinese leadership
Building the Global Competence for Asian Leaders
External adaption-empirical evidence
8
Performance orientation
assertiveness
p v p v
Confucian Asia 4.58a 5.53c 4.09 4.54a
Southern Asia 4.33 5.99a 3.86c 4.65a
China 4.45 5.67 3,79 5.44
Indonesia 4.41 5.72 3.87 4,72
Singapore 4.9 5.73 4.17 4.41
a: significantly higher than the other countriesc: significantly lower than the other countries (House,et al.,2004)
•Value training and development•Emphasizing results more than people•Rewards performance•Value assertiveness, competitiveness•Value bonus and financial rewards
It is most cherished by all the cultures among the cultural dimensions
Building the Global Competence for Asian Leaders
Internal integration-empirical evidence
9
Power distance
Uncertainty avoidance
p v p v
Confucian Asia 4.19a 4.0a 4.42 4.74
Southern Asia 4.41a 3.77a 4.1 5.16a
China 5.04 3.1 4.94 5.28
Indonesia 5.18 2.69 4.17 5.23
Singapore 4.99 3.04 5.31 4.22
•Power is seen as providing social order, relational harmony•Information is localized•Limited upward social mobility•Different groups have different involvement•Strong normative historical influences
•Formalize their interaction with others•Be orderly, keep meticulous records•Take more moderate calculated risks•Show stronger resistance to change
a: significantly higher than the other countriesc: significantly lower than the other countries (House,et al.,2004)
Building the Global Competence for Asian Leaders
Prototype leadership of different cultures
10
House et al.,(2004) found that the same
leadership was evaluated differently in
various cultural background
+: positive correlation between the cultural dimension and leadership -: negative correlation between the cultural dimension and leadership
Building the Global Competence for Asian Leaders
Insights from GLOBAL study
11
Problem arises when evaluating the effectiveness of different types of leadership if thinking Chinese cultural pattern rather
than focus on the single cultural dimension.
Obviously, Chinese managers have no idea of what kind of leadership is most suitable for them since some types of
leadership on the opposite side if considering the three cultural dimension at the same time.
• Chinese leaders should adopt charismatic leadership, team oriented leadership, human oriented leadership, self-protective leadership et al., in order to gain success according to GLOBAL
study.
Building the Global Competence for Asian Leaders
Insights from Global study
12
The key to solving the problems lies in finding out the contextual factors or moderate variables that influence the effectiveness and practicality of different leadership.
individual differences? organizational variables? relational factors? cultural background?
Contingent model of Chinese leadership
Contingent model of Chinese leadership
Building the Global Competence for Asian Leaders
Findings from western viewpoints
14
• Western researchers have already proposed the contingent theory of leadership since half a century ago.
– Fiedler (1962):Contingency model of leadership effectiveness
– House (1971):path-goal theory– Vroom and Yetton (1973) argued that
the organizational structure, the threat faced by leaders and the group, the degree of formalization of the situation, the sophistication of the subordinates will influence the decision-making style of the leaders.
Fiedler (1962)
House (1971)
Building the Global Competence for Asian Leaders
Findings from eastern viewpoints
15
• Zheng (1995) and other Asian scholars proposed the paternalistic
leadership based on the Asian culture.– The leaders behave like a father, and they provide support and protection for the
followers not only in work situations but also in life. The followers trust and show their loyalty to leaders.
• Morality, friendliness and authority characterize paternalistic leadership, which means that the leaders use an authoritarian style, derogate subordinate capacity, manage the image and teach the followers to gain respect, trust and fear from the followers.
• Paternalistic leadership has very close relationship with Chinese culture, especially the Confucius philosophy.
Building the Global Competence for Asian Leaders
integrated theoretical model
16
• western scholars should examine the effectiveness of contingent leadership theory in China, where culture is significantly different.
• Chinese scholars should do more study in
evaluating the paternalistic leadership
in a new perspective, which means that they
should take the response of youth
generation, the internationalization and
scientific development into consideration.
A model including individual differences, organizational variables, relational factors and cultural background
Building the Global Competence for Asian Leaders
integrated theoretical model
17
• individual differences– power of leader– sophistication of the subordinates
• organizational variables– organizational structure– Formalization of tasks– Challenge of global competition
• relational factors – In-group vs. out-group
• cultural background– Power distance– Performance orientation
• Relevant variables • Dimension of the contingent model
• Reciprocity-focused– Personal growth &Well-being – Information sharing– Trust building
• Performance-focused– High standards– Performance improvements– Material rewards
• Status-focused– Clear hierarchy– Role model– Protection & loyalty
Building the Global Competence for Asian Leaders
integrated theoretical model
18
demands
Reciprocity-focusedPerformance- focusedStatus-focused
resource
power of leader
organizational
structure
sophistication of subordinates
In-group vs. out-group
Power distance
Performance orientation
Challenge of global competition
Formalization of tasks
Building the Global Competence for Asian Leaders
Suggestions for the managers
19
cultivate democratic atmosphere and reduce power distance in organizations progressively in organization.
keep an open mind with learning orientation know the most recent developed managerial ideology or theory.
be cautious when applying the newly developed managerial theory
There is no perfect and universal theory or method whose effectiveness is guaranteed
find out one`s owe leadership patterns which combine characteristics of several kinds of leadership
take one`s position, working industry and environment issues in to consideration when decide whether take certain leadership or not.
Building the Global Competence for Asian Leaders
Global Competence for Asian LeadersResearch Partners:
An applied research collaboration supported by the Human Capital Leadership
Institute (Singapore) with the objective to derive a model for Asian leaders, which will
lead to systematic global leadership development programs with Asian
characteristics.
Built on our previous researches on Chinese and Indonesian intercultural sensitivity,
we continue in this study by elaborating the cross-cultural experiences of the
Chinese, Indonesian and Singaporean international assignees and their respective
local co-workers in China and Indonesia. Intercultural sensitivity has been widely
accepted as one of the most significant element of global competencies and one of
the strongest predictor for global leaders and managers accomplishments.
The principal investigators of the project are Dr. Hora Tjitra, Dr. Hana Panggabean,
and the research team of the the Zhejiang University (Hangzhou, China), Zhejiang
University of Technology (Hangzhou, China) and the Atma Jaya Indonesia Catholic
University (Jakarta, Indonesia).
Funding Partner:
Zhejiang University
China
www.zju.edu.cn
Zhejiang University of Technology
China
www.zjut.edu.cn
Atma Jaya Catholic University
Indonesia
www.atmajaya.ac.id
Human Capital Leadership Institute
Singapore
www.smu.edu.sgHora Tjitra
Hana Panggabean
Juliana Murniati
Quan HE Jiewei ZHENG
Chaohui ZHANGTeng SHENTU Jia ZHOU
Xiaojuan WANG
Dan ZHAOXixie ZHANG
Sebastian Partogi Yuanbo LIU Tayyibah Mushtaq
Building the Global Competence for Asian Leaders
Thank YouThank You
Contact us via …
Mail: wxj.2009@163.comFollow: twitter@htjitraWebsite: http://sinau.me/hcli
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