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One definition, different manifestations: Investigating ethical leadership in the Chinese context

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Listed:
  • An-Chih Wang

    (National Sun Yat-Sen University)

  • Jack Ting-Ju Chiang

    (Peking University)

  • Wan-Ju Chou

    (National Taiwan University)

  • Bor-Shiuan Cheng

    (National Taiwan University)

Abstract

Although ethical leadership positively relates to a variety of favorable work outcomes across cultural settings, how national/societal culture potentially shapes the behavioral manifestations of ethical leadership remains unclear. In this paper, we investigate behavioral manifestations of ethical leadership in the Chinese context and develop the Chinese Ethical Leadership Scale (CELS). In Study 1, we use an indigenous, qualitative approach to investigate the nature of ethical leadership. Based on the qualitative findings, we develop the CELS, which consists of six important components of Chinese ethical leadership: moral courage, openness to criticism, incorruptibility, reliability, fairness, and role modeling. In Study 2, we empirically show that, after controlling for a Western ethical leadership scale, the six dimensions of Chinese ethical leadership predict various subordinate outcomes, including reporting of wrongdoing, cooperative voice, protection of company resources, conscientiousness, interpersonal harmony, and task performance. Based on our results, we propose a culturally integrated model of ethical leadership that elucidates both ethical and Chinese leadership literatures.

Suggested Citation

  • An-Chih Wang & Jack Ting-Ju Chiang & Wan-Ju Chou & Bor-Shiuan Cheng, 2017. "One definition, different manifestations: Investigating ethical leadership in the Chinese context," Asia Pacific Journal of Management, Springer, vol. 34(3), pages 505-535, September.
    • Handle: RePEc:kap:asiapa:v:34:y:2017:i:3:d:10.1007_s10490-016-9495-7
    DOI: 10.1007/s10490-016-9495-7
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    References listed on IDEAS

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    Cited by:

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    2. An‐Chih Wang & Yanyu Chen & Sheng‐Bin Wang & Yi‐Chieh Lin & Chuan‐Yu Tseng, 2023. "Actions Speak Louder than Words, Particularly in the East: How Taiwanese Followers Perceive Leaders’ Promotion of Ethical Actions Differently from Followers in the States," Journal of Management Studies, Wiley Blackwell, vol. 60(2), pages 372-399, March.
    3. Junghyun (Jessie) Lee & Jeewon Cho & Yoonjung Baek & Rajnandini Pillai & Se Hyung Oh, 2019. "Does ethical leadership predict follower outcomes above and beyond the full-range leadership model and authentic leadership?: An organizational commitment perspective," Asia Pacific Journal of Management, Springer, vol. 36(3), pages 821-847, September.
    4. Lin, Chiou-Shiu & Jin, Ming & Huang, Pei-Chi & Xiao, Ran, 2023. "Does it take two to tango? The joint role of high-performance work systems and ethical leadership," Journal of Business Research, Elsevier, vol. 156(C).
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    7. Louis W. Fry & Mai Chi Vu, 2024. "Leading Without a Self: Implications of Buddhist Practices for Pseudo-spiritual Leadership," Journal of Business Ethics, Springer, vol. 190(1), pages 41-57, February.

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