Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context. (July 2014)

• Record Type: Journal Article
• Authors: Li, Fangjun; Yu, Kuo Frank; Yang, Jixia; Qi, Zhenjiang; Fu, Jeanne Ho-ying
• Is Part Of: Management and organization review. Volume 10:Number 2(2014:Jul.)
• Page Start: 249
• Page End: 273
• Publication Date: 2014-07
• Subjects: authentic leadership, -- Chinese traditionality, -- interactional fairness; 真实型领导力, -- 传统性, -- 交互公平; Management -- China -- Periodicals; Industrial management -- China -- Periodicals; International business enterprises -- Management -- Periodicals; Management -- Periodicals; Organizational sociology -- Periodicals; 658.00951
• DOI: 10.1017/S1740877600004186
• Languages: English
• ISSNs: 1740-8776

Abstract

Abstract: We examine the effects of authentic leadership on subordinates in the Chinese context. Drawing on attribution processes of self-disclosure, we propose that authentic leaders engaging in self-disclosure practices cultivate subordinates' positive feelings that their leaders like and trust them. We further explain how and why authentic leadership particularly influences highly traditional Chinese subordinates. We propose that Chinese traditionality strengthens the positive effects of authentic leadership on subordinates' perceptions that their leader practices interactional justice, which in turn positively relates to their in-role performance, creativity, and organizational citizenship behaviour. In Study 1, we surveyed 199 employees in 47 work units from nine high-technology organizations in China. The results support the hypothesized relationships. In Study 2, we surveyed 170 employees in 46 work units from various organizations in China. The results show that authentic leadership effects remain unchanged after controlling for the effects of transformational leadership. We discuss the implications for leadership effectiveness in the Chinese context.