Leadership in Taiwanese Enterprises
Bor-Shiuan Cheng,
Kuo Long Huang,
Hsin Chang Lu and
Min-Ping Huang
Additional contact information
Bor-Shiuan Cheng: Department of Psychology, National Taiwan University, Taiwan
Kuo Long Huang: Department of Management Sciences, Tamkang University, Taiwan
Hsin Chang Lu: Department of International Business, National Taiwan University, Taiwan
Min-Ping Huang: Department of Business Administration, Yuan Ze University, Taiwan
Chapter 4 in Leading in High Growth Asia:Managing Relationship for Teamwork and Change, 2004, pp 83-108 from World Scientific Publishing Co. Pte. Ltd.
Abstract:
AbstractThe following sections are included:Familism and LeadershipPaternalistic Authority and LeadershipCultural Values and LeadershipChinese Capitalism and LeadershipPaternalistic HeadshipPaternalistic Leadership and Subordinates' ResponsesThree Dimensions of Paternalistic LeadershipDifferential Guanxi and LeadershipGuanxi and the Interactions between Superiors and SubordinatesEmployee Categorization Model and Leadership StyleLeader and Chin-Shin Relations in Taiwanese OrganizationsThe Five Roles of Chin-Shins in Taiwanese OrganizationsPerceptions of the Superior and Chin-Shin by SubordinatesThe Efects of Superior and Chin-shin Relationships on Performance AppraisalLeadership Behavior and Employee EffectivenessTransformational Leadership and Follower PerformanceConclusion and ImplicationReferences
Keywords: Asia-Pacific; Leadership; Corporate Culture; Teamwork; Management (search for similar items in EconPapers)
Date: 2004
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