Ideal and Confucian implicit leadership profiles in China

Abstract

Purpose This paper is a regional exploratory study of implicit leadership theories in two regions of China. The purpose of this paper is to compare ideal vs Confucian leadership profiles and explore the possibility of a cultural hybrid perspective of leadership. Design/methodology/approach This study empirically explores leadership profiles through indigenous leadership research and compares implicit leadership theories of Confucian leadership and ideal leadership among a group of 128 managers representing two regions in mainland China. In doing so, measures developed by Global Leadership and Organizational Behavior Effectiveness that were translated into the local language are employed. Findings The results empirically show that a region known to have a deeper cultural entrenchment interprets Confucian ideology as ideal leadership, while a region more disconnected from the cultural center transforms its ideology based on more globally accepted leadership ideals. Practical implications The findings of this study caution leadership researchers (whether universally-etic or specifically-emic focused) from making generalizations regarding leadership. Although there might be some broad universals of leadership, context-specific leadership practices are deeply rooted between and within cultures. Originality/value This paper contributes to the literature by providing insight on implicit leadership theories in China and by proposing a culturally hybrid perspective of leadership based on globalization and cultural entrenchment forces.