This research, through qualitative data collected from eight Chinese organizations, contributes to transformational leadership theory by empirically examining Western leadership theory in China by studying Chinese leaders’ daily practices, developing this theory by contextualizing transformational leadership behaviors and providing insight into the Chinese transformational leadership process from a philosophical perspective. This summary excludes both the conceptual development of the research and models based on prior theoretical and empirical literature, and details of the process and data (notably quotations) due to space limitations; please contact the authors for an extended version.
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