Understanding paternalistic leadership: How to work with Chinese leaders

The last decade, Chinese companies began to venture beyond their borders and invest internationally. Some examples include Lenovo taking over the computer division of IBM and Huawei, soon to become the largest cell phone manufacturer, expanding relentlessly. As a result, many Westerners now effectively work for Chinese organizations but often face confusion due to little understanding of Chinese culture. Paternalistic leadership (PL) is the most common leadership style in China. It is deeply embedded in Chinese traditions and customs reflecting the culture and society (Wu and Xu, 2012). This article developed from both a review of the literature on PL and 45 in-depth interviews with Chinese leaders and their subordinates (Sposato, 2016). This systematic data collection is coupled with lived experience, as the author lived, worked, and studied in China for three years. The article’s aim is to make the academic literature on PL accessible and lend a practical application through advice for those unfamiliar with PL. An explanation of leadership style and leader behaviors is offered to foster cultural understanding, before suggestions of how to behave in these circumstances.

This is the accepted version of the manuscript "Understanding paternalistic leadership: How to work with Chinese leaders", published in the journal "Development and Learning in Organizations" available via the journal site at: https://doi.org/10.1108/dlo-12-2018-0169.
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