Developments in understanding Chinese leadership: paternalism and its elaborations, moderations, and alternatives

By Chao-chuan Chen, Jiing-Lih Farh. 2010

94 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/407b5ba6148b913bc9d0deae50583a41a68b517f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Chao-chuan Chen
2. Katherine Xin
3. K. Meyer
4. Yuan Jiang

In Organizational Behavior and Human Resource Management

1. L. Chou
2. Chao-chuan Chen
3. Katherine Xin
4. Diana Boer
5. K. Meyer
6. Yuan Jiang
7. J. Sun
8. Min-Ping Huang

In Social Psychology

1. Yuan Jiang
2. L. Chou
3. Chao-chuan Chen
4. Katherine Xin
5. Diana Boer
6. K. Meyer
7. Min-Ping Huang
8. B. Cheng

Citations in the corpus

• Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership (2018, background): “However, as argued by C. C. Chen and Farh (2010), transformational leadership is compatible to the Chinese collective and leader-centric values, and empirical work on transformational leadership in the Chinese context has demonstrated its utility in predicting workplace outcomes (Kirkman, Chen,…”
• Managing talent in emerging economy multinationals: integrating strategic management and human resource management (2018, background): “…example, Chinese organizations have traditionally been very hierarchical and paternalistic (Farh, Liang, Chou, & Cheng, 2008), with a high power distance culture (Cheng, Chou, Wu, Huang, & Farh, 2004; Chen & Farh, 2010) and extensive reliance on personal relationships (Bu & Roy, 2015; Leung, 2014).”
• Paternalistic Leadership in Four East Asian Societies (2014, background): “Email: diana.boer@gmx.net Paternalistic leadership is one dominant leadership style in Asia (Chan, Huang, Snape, & Lam, 2012; C. C. Chen & Farh, 2010; Cheng, Chou, Wu, Huang, & Farh, 2004; X. P. Chen, Eberly, Chiang, Farh, & Cheng, 2011; M. Wu, Huang, Li, & Liu, 2012).”
• Acting, thinking, feeling, making, collaborating: The engagement process in foreign language learning (2019, unknown): “The agentic perspective is consistent with Confucian thought on leadership as co-constructed and dialectic rather than unidirectional (C. C. Chen & Farh, 2010), and matches existing commentaries regarding the development of more autonomous learners within this cultural context (Littlewood, 1999).”