Paradox in harmony: Formulating a Chinese model of leadership

McElhatton, Emmet; Jackson, Brad

doi:10.1177/1742715012444054

Cited by 29 publications

(41 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This might partially resolve the misfit of certain ambiguous leadership perceptions in the current dichotomous ILT frameworks (positive versus negative or prototypical versus anti-prototypical). Third, our research extends our current understanding of contradictory and paradoxical leadership dialectics (Collinson, 2014;McElhatton and Jackson, 2012;Nyberg and Sveningsson, 2014;Zhang et al, 2015).…”

Section: Discussionsupporting

confidence: 67%

Shades of grey in implicit effective leadership: Searching for clarity in the midst of paradox

Jiang

Houghton

et al. 2019

Leadership

View full text Add to dashboard Cite

In this paper, we extend research on implicit leadership theories by exploring and clarifying the content and structure of effective leader prototypes. We invited 78 Chinese and 50 American business practitioners to describe effective and ineffective leaders. Drawing on grounded theory approaches, we coded 671 statements of participants and found 41 leader attributes. After grouping these attributes into eight themes, we found that the structure and content of effective and ineffective leader prototypes indicate a departure from existing implicit leadership theories. In particular, we discovered a paradoxical theme regarding leader power, whereby this attribute could be simultaneously viewed as both effective and ineffective. This finding also emerged in a follow-up qualitative study that used archival data to explore the attributes of four exemplar powerful business leaders in the United States and China. Our studies probe the differences

show abstract

Section: Discussionsupporting

confidence: 67%

Shades of grey in implicit effective leadership: Searching for clarity in the midst of paradox

Jiang

Houghton

et al. 2019

Leadership

View full text Add to dashboard Cite

show abstract

“…The dominant Anglo-Saxon writings present leadership with an essence around individualism, heroism, linearity and masculinity (Alvesson and Spicer, 2012; Ford, 2010; Ford et al., 2008; Knights and McCabe, 2015). However, there has been an increasing interrogation and suspicion that the seemingly consented naturalisation of Anglo-centric perceptions of leadership might belie alternative constructions (Edwards, 2015; Ford, 2010; McElhatton and Jackson, 2012; Prince, 2005; Steyeart and Janssens, 2013; Sveiby, 2011; Turnbull et al., 2012).…”

Section: Introductionmentioning

confidence: 99%

Indigenous African Leadership: Key differences from Anglo-centric thinking and writings

Eyong

2016

Leadership

View full text Add to dashboard Cite

This article draws on historical explorers' accounts, ethnography and organisational approaches to examine practices, discourses and perceptions of leadership in 12 prototypical indigenous communities in West and Central Africa. By so doing, it highlights how leadership meanings from this context differ from Anglo-centric thinking and writings. Key to this contribution is an unravelling of ways in which historical cultural hegemonies impose particular discursive formations, constructed practices and mind-programming in a non-Anglo-Saxon socio-cultural context. Dramaturgical power arrangement, lucid role substitution and the notion of leadership as nonhuman emerge as dominant themes in the analysis. Also, featuring significantly are representations of leadership in symbols, mythology and as transcendental and metaphysical. These conceptualisations are different from predominant Anglo-Saxon writings that frequently present leadership as linear hierarchies, dyadic (leader-follower) relationship, acts and behaviours of heroic figures and as an essentially human action. An Afro-centric indigenous concept of leadership reflecting the context is proposed which challenges heroism, linearity, individualism and objectivism.

show abstract

“…We then describe the methodology used to collect data from subordinates over two time periods, as well as managers from a large privately owned internet company in China. The Chinese context is appropriate for testing our proposed relationships because the workplace culture in many Chinese companies emphasizes both partnership and deference (McElhatton and Jackson, 2012). This particular organizational context provided an opportunity to test our hypotheses in an environment that depends on partnerships between managers and subordinates, and generalizes to other dynamic and highly competitive organizations around the globe.…”

mentioning

confidence: 99%

Leader perceptions and motivation as outcomes of followership role orientation and behavior

2017

View full text Add to dashboard Cite

Followership research posits that followers differ in the way they define and enact the followership role, which can have varying effects in relation to how leaders experience their own roles and responsibilities. Drawing from the role orientation literature and newly emerging research on followership, our study examines the indirect effects of followers' co-production (co-producing leadership outcomes) and passive (deferring to leadership influence) role orientations on leaderrated outcomes of perceived follower support, leader motivation, and follower contribution to goal attainment via followers' voice and upward delegation behaviors. Using data from 306 dyads in a Chinese organization, our results show that follower voice and upward delegation mediate the relationships linking followers' co-production and passive role orientations with leader-rated outcomes. Our study provides evidence that followership role orientations and behaviors differentially influence leader perceptions regarding their followers' support, contribution to goal attainment, and leader motivation. Implications are drawn for further research on followership

show abstract

Paradox in harmony: Formulating a Chinese model of leadership

Cited by 29 publications

References 29 publications

Shades of grey in implicit effective leadership: Searching for clarity in the midst of paradox

Shades of grey in implicit effective leadership: Searching for clarity in the midst of paradox

Indigenous African Leadership: Key differences from Anglo-centric thinking and writings

Leader perceptions and motivation as outcomes of followership role orientation and behavior

Contact Info

Product

Resources

About