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Authentic Leadership, Traditionality, and Interactional Justice in the Chinese Context

Published online by Cambridge University Press:  25 June 2015

Fangjun Li
City University of Hong Kong, China
Kuo Frank Yu
City University of Hong Kong, China
Jixia Yang
City University of Hong Kong, China
Zhenjiang Qi
Zheijiang University, China
Jeanne Ho-ying Fu
City University of Hong Kong, China
City University of Hong Kong, China
City University of Hong Kong, China
City University of Hong Kong, China
Zheijiang University, China
City University of Hong Kong, China


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.



我们探讨在中国环境中真实型领导力对下属的影响。 基于自我表露的归因理论,我们认为真实型领导的自我表露行为会促使下属觉得领导信任和喜欢自己。我们解释了真实型领导力如何影响传统性高的下属,以及为何真实型领导力对较传统的下属尤其有影响力。我们认为传统性会增强真实型领导力对下属感知到的领导交互公平感的正面影响,进而促进员工的本职绩效、创造力和组织公民行为。在研究一中,我们调查了九个中国高科技企业中的47个团队里的199个员工。研究结果支持我们所假设的关系。在研究二中,我们调查了在多个中国企业中的46个团队里的170个员工。结果显示,即使控制了变革型领导力的影响,真实型领导力的效应依然存在。我们讨论了这些结果对研究中国领导力的指导意义。

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Copyright © International Association for Chinese Management Research 2014

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