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Paternalistic Leadership in China

Handbook of Chinese Management

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Abstract

Paternalistic leadership has been found to be prevalent in Chinese corporate organizations and government institutions. After reviewing previous researches regarding to leadership styles of Chinese corporate owners, We defined paternalistic leaderships as a leadership style demonstrating strict disciplines and absolute authority, father-like benevolence, and moral incorruptibility under a ‘personalistic’ atmosphere. By the definition, authoritarianism, benevolence, and moral are the three components of paternalistic leadership, and each has its cultural roots. On the basis of this systematic review, we try to advance our knowledge of paternalistic leadership and point out the direction for future research.

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Author information

Authors and Affiliations

  1. Hainan University, Haikou, China

    Fu Anguo & Xie Zhiyu

Authors
  1. Fu Anguo
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  2. Xie Zhiyu
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Correspondence to Fu Anguo .

Editor information

Editors and Affiliations

  1. Sun Tzu Art of War Institute, University of St Andrews 1411 Sun Tzu Art of War Institute, Singapore, Singapore

    Check-Teck Foo

Section Editor information

  1. School of Economics and Management, Hainan University, Hainan, China

    Zhaohong Lin

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Anguo, F., Zhiyu, X. (2019). Paternalistic Leadership in China. In: Foo, CT. (eds) Handbook of Chinese Management. Springer, Singapore. https://doi.org/10.1007/978-981-10-2442-9_32-1

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  • DOI: https://doi.org/10.1007/978-981-10-2442-9_32-1

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  • Publisher Name: Springer, Singapore

  • Print ISBN: 978-981-10-2442-9

  • Online ISBN: 978-981-10-2442-9

  • eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences

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Chapter history

  1. Latest

    Paternalistic Leadership in China
    Published:
    01 June 2023

    DOI: https://doi.org/10.1007/978-981-10-2442-9_32-2

  2. Original

    Paternalistic Leadership in China
    Published:
    26 October 2018

    DOI: https://doi.org/10.1007/978-981-10-2442-9_32-1

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