How do Chinese Cultural Values Shape Management Behaviors in the U.S. Healthcare Industry? A Phenomenological Analysis

Using qualitative interpretative phenomenological analysis, this study examines how Chinese culture shapes the managerial behavior of Chinese American managers in the U.S. healthcare system. Eight semi-structured interviews were conducted with managers who had been in a management role for at least five years. Three interrelated themes emerged from the analysis. First, navigating hierarchical dynamics- managers negotiated tensions between traditional Chinese hierarchical norms and more participative leadership expectations in American organizations. Second, balancing collectivist and individualist expectations- participants sought to honor group harmony and loyalty while still recognizing and rewarding individual performance. Third, managing communication and conflict in culturally diverse teams- managers worked to keep teams harmonious and individuals accountable, gradually adjusting from indirect feedback styles toward more direct communication norms. These findings suggest that cultural adaptation is an ongoing process rather than a one-time event, in which managers develop a hybrid leadership style that integrates elements from both cultural and organizational traditions. By revealing how cultural identity actively shapes decision-making and team management, this study contributes to research on cross-cultural leadership and underscores the need for culturally sensitive leadership development in healthcare. Limitations include reliance on self-reports, the absence of employee and supervisor perspectives, and a culturally limited sample; future research should broaden the participant base and triangulate multiple data sources.