Leadership and Management in China: Philosophies, Theories, and Practices

Leadership and Management in China: Philosophies, Theories, and Practices

Language: English

Pages: 328

ISBN: 0521705436

Format: PDF / Kindle (mobi) / ePub

With the rise of China in the global economy, it has never been more important for business leaders to understand Chinese leadership philosophies and practices. This is the first book to explain how ancient Chinese thinking and Western ideas have shaped the development of leadership styles in China. Leadership theories associated with Confucianism, Daoism, Legalism, the Arts of War, and the writings of Mao and Deng are analysed by both Chinese and Western experts. To set this in a modern business context, the book includes interviews with top executives, who reflect on how their business values are affected by ancient Chinese philosophers, modern Chinese leaders, and Western management writers and thinkers. The book also includes research on paternalistic leadership as practised by business leaders in Taiwan, Hong Kong, and mainland China.

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in understanding the complex and varied nature of leadership styles in modern Chinese business. c h a o - c h u a n c h e n is Professor of Management and Global Business at Rutgers Business School, Rutgers University. y u e h - t i n g l e e is Professor of Psychology and Dean of the College of Arts and Sciences at the University of Toledo. Leadership and Management in China Philosophies, Theories, and Practices Edited by chao-chuan chen and yueh-ting lee CAMBRIDGE UNIVERSITY PRESS

Press (in Chinese). Lee, Y.-T. 1991. ‘‘Psychological theories in Ancient China: a historical view.’’ Paper presented at the 99th Annual Convention of the American Psychological Association, San Francisco. 1993. ‘‘Psychology needs no prejudice but the diversity of cultures,’’ American Psychologist 48: 1090–1091. 2000. ‘‘What is missing on Chinese–Western dialectical reasoning?’’, American Psychologist 55: 1065–1067. 2001. ‘‘‘Unique’ similarities between Ancient Chinese and Native American

methods or procedures for doing tasks in the state must also be adjusted accordingly. The kingdom may fall into a state of chaos, if the rules of regulation cannot be adjusted to the changes of time; the power of a leader may be weakened if he attempts to control his subordinates by himself without modification of the regulations. (Surmising the mentality of the people)32 Shu: art of manipulation Based on this concept of fa, Hanfei proposed three main techniques, defined as shu, for a ruler to

have been labeled by Western scholars as neo-traditionalism (e.g. Walder, 1986), it represents the most explicit and radical departure from traditional Chinese social hierarchy toward social equality. Individual, dyadic, institutional, and active non-action leadership Western leadership research in organization and management has been categorized into trait, behavioral, transactional, and transformational approaches (Yukl, 1998). Another way to differentiate leadership approaches is based on the

and individual members of the organization. Of the three levels of non-action, Daoism focused on the individual level of the leader as much as Confucianism did on self-cultivation; but instead of viewing the sage-ruler as the model of virtue, Daoism viewed the sage-ruler as the model of non-action. Modern Chinese leadership theories and practices Paternalism, socialism, and capitalism The last few chapters of this book present major theories of leadership and management that are very much alive

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