ISSN 1671-3710
CN 11-4766/R

Advances in Psychological Science ›› 2012, Vol. 20 ›› Issue (10): 1519-1530.doi: 10.3724/SP.J.1042.2012.01519

• Editor-In-Chief Invited •     Next Articles

Leadership Behaviors in the Chinese Context: CEO Leadership Behaviors, Empowering Leadership, and Leader-Member Exchange

WANG Hui;ZHANG Cui-Lian   

  1. Guanghua School of Management, Peking University, Beijing 100871, China
  • Received:2012-05-11 Online:2012-10-15 Published:2012-10-23
  • Contact: ZHANG Cui-Lian

Abstract: Western studies on leadership behaviors are numerous, while there are relatively few in the Chinese context. Recently, scholars have begun to explore this issue in the Chinese context. This paper reviewed the related studies conducted in the Chinese context from three aspects, including CEO leadership behaviors, empowering leadership behaviors, and leader-member exchange theory, summarizing the emic dimensions, antecedents and outcomes, mediating or moderating roles of the three leadership behaviors, and further discussed the widespread implications ranging from theory development and enhancement to practical application of these studies in the Chinese context. Theoretically, on the one hand, these studies explored the Chinese emic dimensions; on the other hand, they enriched the related leadership studies in the western context. Practically, they served as reflection mirrors and then promoted Chinese leaders to adjust their leadership behaviors, provided practical methods and tools for human resource managers, moreover, enlightened subordinates to pay attention to appropriate methods to build relationship with their supervisors.

Key words: Chinese context, CEO leadership behaviors, empowering leadership behaviors, leader-member exchange