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Paternalistic Leadership Research in China: Review, Development and a Look to the Future

Date：2016-06-14 From：

Lecture: Paternalistic Leadership Research in China: Review, Development and a Look to the Future

Place: Building 25A-3-C

Bio:

Dr. Jiing-Lih (Larry) Farh is Chair Professor of Management and Director of Hang Lung Center for Organizational Research at the Hong Kong University of Science and Technology. He is also the President (2014-2016) of International Association for Chinese Management Research (IACMR). His research focuses on management theories as adapted and practiced in Chinese contexts. He is best known for his seminal works on Chinese leadership (the paternalistic leadership model), organizational citizenship behavior in China, guanxi, and how personal values of traditionality and power distance affect work behavior in Chinese contexts. He has authored or co-authored over 100 articles, book chapters, books, and meeting proceedings in the past three decades. His scholarly works have been impactful with over 10,000 citations according to Google Scholar. He received his PhD in organizational behavior from Indiana University at Bloomington, his MBA from National Chengchi University, and his BS from National Taiwan University.

Abstract:

Prof. Farh has studied leadership in the Chinese context for more than three decades. In the 1980s, his initial work examined leader reward and punishment behavior. Later, his research interests evolved to examine specific leadership styles such as paternalistic leadership, transformational leadership, empowering leadership, abusive supervision, and ethical leadership in organizations in Mainland China, Taiwan, and Hong Kong. In this session, he will critically review the progress of Chinese leadership research, with a specific focus on paternalistic leadership and its three dimensions of authority, benevolence, and morality. He will then discuss its implications for leadership practices in the Chinese contexts and identify future directions for Chinese leadership research more broadly. strategic customers, trade-in remanufacturing has a substantial negative impact on environment and social welfare, since it may give rise to a significantly higher production quantity without improving customer surplus. With nearly-myopic customers, however, trade-in remanufacturing benefits both the firm and the environment, since it motivates the firm to produce less in this case. Therefore, understanding the interactions between customer purchasing behavior and trade-in remanufacturing is important both to firms and policy makers. Finally, to resolve the above tension, they study how a social planner (e.g., the government) should design a public policy to maximize social welfare. The social optimum can be achieved by using a simple linear subsidy and tax scheme for all product versions. Such government policy counters strategic customer behavior and, thus, induces the social optimum independent of customer purchasing behavior.

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