Humanistic leadership in a Chinese context

Abstract

PurposeThrough three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice humanistic leadership in the Chinese context.Design/methodology/approachThe authors use case studies of three exemplary humanistic leaders and the companies they lead to describe their leadership practices and influence on others and their companies.FindingsThe authors identify three common elements that connect their observations to an emerging scholarly conceptualization of humanistic leadership and develop a framework of Confucian humanistic leadership consisting of five attributes. The cases the authors studied suggest that the five attributes should be understood as being mutually reinforcing and acting in concert, rather than each acting independently of the others. The authors found that there is inherent consistency and connection between the core values of Confucianism and humanistic leadership.Originality/valueThe research contributes to the leadership literature, specifically the emerging literature on humanistic leadership, by introducing a framework for Confucian humanistic leadership. While much of the extant literature on humanistic leadership has been conceptual, the study shows how it is possible to practice humanistic leadership in the Chinese context by drawing on the foundation provided by Confucian humanistic philosophy. The findings also contribute to humanistic leadership research by providing important insights into specific capabilities that can help put the principles of humanistic leadership into practice, but that have not been considered to date.