Business leaders constitute a powerful driving force for the miraculous growth of the Chinese economy in the past few decades. However, scholars have not developed theories accounting for the unique leadership phenomenon in the Chinese context, characterized by high uncertainty, intense market competition, and constant changes in government regulations and policies. This special issue aims at offering insights regarding business leadership in China. In this paper, we first introduce the three streams of Chinese leadership research, varying in the degree of Chinese context being considered in theory development. We then discuss how Chinese leadership has co-evolved with the transformation of firms and the institutional environment in China. The new values of young employees, born after 1980, are driving the need for leaders to adjust their leadership practices once again. After that, we present a summary of the four papers in this special issue, and the insights they provide to our understanding of leadership and its effectiveness in the Chinese context. Finally, we suggest future research directions for Chinese leadership research.

In this study, we propose and test the idea that a strong relationship between leader and follower will be associated with the subordinate’s burnout. We base the study on the leader–member exchange framework (LMX), resource exchange theory, and the job demands–resources model of burnout, and conceptualize that a strong LMX is associated with burnout in two ways: high LMX involves high job demands, which lead to exhaustion; low LMX involves low job resources, which leads to cynicism. We propose that the relationship between LMX and the two forms of burnout will be stronger when the leader is perceived to be low on moral integrity. Using a survey of 218 employees, we find support for the hypotheses. Implications for future research and managerial practices are discussed.

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.

We investigate the multilevel interactive effects that CEO leadership behaviours and top-level managers’ support have on middle managers’ performance in China. Our sample consists of 608 middle managers and 140 of their direct supervisors (top managers) from 40 companies. After controlling for middle managers’ demographic variables, hierarchical linear modelling analysis shows that when non-caring, authoritative, or task-oriented CEOs lead the organization, supportive top managers more positively enhance middle manager performance. Contributions to multilevel leader influences and social exchange research are discussed.

In this study, we use implicit leadership theory to investigate how leader integrity, one of the most important traditional Chinese virtues, influences subordinates’ organizational citizenship behaviour (OCB) in the Chinese context. The results of our survey reveal that leader integrity is associated with subordinates’ OCB, and that this relationship is fully mediated by leader effectiveness. In addition, traditionality moderated the relationship between leader integrity and leader effectiveness; the relationship was significant among less traditional subordinates, but insignificant among more traditional subordinates. We conclude with a discussion of the theoretical and managerial implications for leaders in China.

I welcome any well-informed debate over the unique value of Yin-Yang as a cognitive frame in the development of Chinese indigenous management research. The commentary by Xin Li to engage in a debate is timely. Xin Li and I share the same premise that ‘we need indigenous Chinese management research to offer new insights and contribute to the development of truly universal theories’ (Li, X., 2014: 8). That is the common ground upon which we can debate over how best to engage in indigenous research with confidence in balance so as to avoid both overconfidence and under-confidence.

Where we depart from the above common ground is our different perspectives about the value of the Yin-Yang frame. Xin Li challenges my positive perspective on the unique value of the Yin-Yang frame on several dimensions. First, he characterizes my perspective as ‘both/and’ in sharp contrast to Aristotle’s ‘either/or’ logic. Second, he characterizes my perspective as arguing that ‘Yin-Yang thinking is superior to other logical systems and philosophies’ (Li, X., 2014: 8). Third, he implies that my perspective on the Yin-Yang frame is essentially a claim that ‘Westerners cannot think in a non-either/or way’ (Li, X., 2014: 8). Fourth, the above challenges are based upon his basic claim that the Yin-Yang frame is just one form of dialectical framing (Li, X., 2014). Based on these claims, Xin Li warns against the ‘danger of overconfidence’ among Chinese management scholars (Li, X., 2014: 8).