A critical, global counterpoint to more western-centric that will appeal to critical leadership scholars, those teaching leadership from a critical perspective and those teaching leadership with an international focus. Split into two parts; its first part presents the local and regional variations in leadership from across the globe, with each of the twenty individual authors presenting the histories, cultures, tensions and social changes that shape the practice of everyday leadership in their respective region. Regions and countries included are: the Arab Middle East, Argentina, ASEAN, Australia, Brazil, China, Democratic Republic of Congo, Ethiopia, France, Germany, India, Japan, Mexico, Poland, Russia, Scandinavia, South Africa, Turkey, UK, USA. In the second part, the editors then critically analyses these chapters and identify the key themes and specific issues, enabling the reader to challenge their own leadership perceptions and move beyond the normative, uncritical approach to leadership. Suitable reading for leadership students, researchers and practitioners looking to enhance their knowledge of global leadership.

China: Paternalism and Paradox of Leadership at the Dawn of a New Era

China: Paternalism and Paradox of Leadership at the Dawn of a New Era

China: Paternalism and Paradox of Leadership at the Dawn of a New Era

Jeff de Kleijn: Sinologist and General Manager Asia–Pacific at HP

Nai-keung Lau: Member of the Basic Law Committee of the NPC Standing Committee, China

Jian Liang: Associate Professor at the Antai College of Economics and Management at the Shanghai Jiaotong University, China

Chao Chen: Professor of Organization Management and Global Business at Rutgers University, USA


Research in Chinese leadership has been gathering some momentum in recent years, driven by the rise of China’s influence in global economy and politics. However, overall the topic still holds important misconceptions in the international world. An aspect that complicates the understanding of Chinese leadership is that ...

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