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Global Thought and Leadership: China

Books
Articles

Cheng, C. Y., Jiang, D. Y., Cheng, B. S., Riley, J. H., & Jen, C. K. (2015). When do subordinates commit to their supervisors? Different effects of perceived supervisor integrity and support on Chinese and American employees. The Leadership Quarterly, 26(
Fu, P. P., Peng, T. K., Kennedy, J. C., & Yukl, G. (2004). Examining the preferences of influence tactics in Chinese societies: A comparison of Chinese managers in Hong Kong, Taiwan and Mainland China. Organizational Dynamics, 33(1), 32-46.
Li, S., Park, S. H., & Li, S. (2003). The great leap forward: The transition from relation-based governance to rule-based governance. Organizational Dynamics, 33(1), 63-78.
Podger, A., & Menzel, D. C. (2014). East-West Values and Ethical Leadership in China: Symposium Introduction. Public Integrity, 16(2), 159-164.
Tsui, A. S., Wang, H. U. I., Xin, K., Zhang, L., & Fu, P. P. (2004). “Let a thousand flowers bloom”: Variation of leadership styles among Chinese CEOs. Organizational dynamics, 33(1), 5-20.
Zhang, X. A., Li, N., & Harris, T. B. (2015). Putting non-work ties to work: The case of guanxi in supervisor–subordinate relationships. The Leadership Quarterly, 26(1), 37-54.
Zhang, Y., Huai, M. Y., & Xie, Y. H. (2015). Paternalistic leadership and employee voice in China: A dual process model. The Leadership Quarterly, 26(1), 25-36.