Paternalistic Leadership In China

891 Words4 Pages
Provides a new perspective in the context of China by focusing on the leadership of the three dimensions of paternalistic leadership (authoritative, benevolent, and moral leadership) is ignored in the western literature. Paternalism refers to corporate power concentrated in the hands of the supreme leader, people-oriented management main body of the organization and administration methods. This leadership also is many small and medium-sized enterprises walk out of the swamp; many small and medium businesses fall into the predicament of the development. Paternalism key features are, the first is strong leadership and the weak team. Due to the power concentrated in the hands of the supreme leader, the boss's strong leadership, will form a weak…show more content…
Don't understand the market do market, don't understand management in control phenomenon everywhere. Cause formation of decision-making errors, the opinions, and suggestions of outsider won't listen, and family members only, can't, often deliberately mispresents, the barriers is formed to entry, affect the enterprise standard operation order. The last one is the management decision-making optional the randomness is significant, no formation traditional management system. Due to paternalism just rely on the supreme leader personal intuition, experience, and individual character, not scientific and reasonable organizational structure construction and system development, so the company has formed a relationship oriented enterprise culture atmosphere. Overall, trust in an organization the principal mechanism of the harmonious relationship between leaders and explains the effective leadership organization whether paternalistic or transformational leadership in China. The dominant force in the younger generation, a successful leader in China should use western practice and integrate their suit in China also admitted that the traditional Chinese way of…show more content…
Chinese) workers in collectivistic cultures likely to embrace transformational leadership. Idiocentric employees in individualistic cultures were liable to embrace transactional leadership. Leaders who guide and motivate their followers in the direction of established goals by clarifying roles and tasks. Transactional leadership characterized its emphasis on the exchange; there is contractual between leaders and subordinates. In return, director to provide remuneration, physical rewards, promotions, such as honor, to meet his needs and desires; While subordinates to obey leadership of order command, complete the tasks assigned to it in return. Burns believes that the effectiveness of the direction depends on the status of the psychological contract between leaders and subordinates. Transactional leadership based on a person in the organization and position by relevant authority and legitimacy of the bureaucracy. It emphasizes that task goals, working standards, and output, tend to focus on tasks and staff to complete the submission, relying more on reward and punishment to affect employee of the organization. Transactional leadership brings many problems, such as to determine the reasonable salary, performance measurement, to ensure that people can get a prize. These problems will lead to measure piecework, management, sales commissions and other practical problems. In these cases, the staff and your goals the opposite: they want to do the least amount of
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