Blend Daoism, the Chinese cultural philosophy, with Western leadership theories to enhance innovation capabilities of Chinese enterprises
|Title||Blend Daoism, the Chinese cultural philosophy, with Western leadership theories to enhance innovation capabilities of Chinese enterprises|
|Year of Publication||2012|
|Corporate Authors||Rhodes, Kent|
|Academic Department||ProQuest Dissertations and Theses|
|Place Published||Ann Arbor|
|Keywords||0454:Management, 0635:Organization Theory, 0703:Organizational behavior, Blended, China, Chinese business leadership development, Daoism, Innovative leadership, Management, Organization Theory, Organizational behavior, SOCIAL sciences|
Innovation has become one of the challenges for the development and survival of Chinese enterprises. While some Western leadership theories have proven to enhance innovative capability of business organizations, there is growing evidence that those theories are difficult to be implemented in Chinese contexts due to the differences between Western and traditional Chinese cultural values and philosophies. This study explored how the Western concepts of transformational leadership, leader-member exchange, servant leadership and participative leadership might be transferred to Chinese organizations to enhance innovation. The review of literature indicates that traditional Daoistic philosophies, in contrast to Confucian values, tend to value leadership, freedom, equality, individualism and trust in others that may support and complement major Western leadership theories in improving innovation. The study endeavored to discover how Daoistic cultural values and philosophies might provide support for the four Western leadership theories in Chinese cultural contexts and how they might be integrated to enhance the innovative leadership. This study adopted a qualitative naturalistic inquiry. The researcher collected data through the literature review on Daoism, leadership theories and organizational innovation, and integrated the components and characteristics of leadership models through matching them with the dimensions suggested in the organizational cultural and environmental framework for innovation. The results indicate that, Daoism, as organizational culture, does provide a solid and appropriate soil for the seeds of four Western leadership models to be planted in Chinese settings without the transplant rejection due to the culturally foundational differences. In addition, transformational leadership, with its strong emphasis on creativity and change, provides a substantial match with most of the dimensions suggested in the organizational cultural and environmental framework for innovation and therefore could be used as the major tool to develop innovative leadership for Chinese enterprises, with each of the rest four leadership models strengthening it on different facets.