LEADERSHIP IN A HIERARCHICAL SOCIETY
A persistent Western stereotype is that Chinese leadership is autocratic where followers quickly and automatically follow the wishes and decisions of leaders. Consistent with this image of power distance, Chinese employees have been found to accept unilateral decision making and prefer their leaders be benevolent autocrats (Leung, 1997).
However, superior power in the West is often associated with domination and authoritarianism, but leaders in China are expected to be supportive and nurturing (Spencer-Oatey, 1997).Our research challenges Western stereotypes and indicates that leaders in China must develop an open, mutual relationship with employees (Chen and Tjosvold, forthcoming; Liu, Tjosvold, and Yu, 2004; Tjosvold, Hui, and Su, 2004; Tjosvold, and Leung, 2004; Tjosvold, Wong, and Hui, 2004). Authority cannot be assumed but leaders must earn it by demonstrating a commitment to employees and an openness to them. Strong cooperative goals were found to be critical for a high-quality leader relationship, and this relationship in turn led to employees being effective organizational citizens (Tjosvold, Law, and Hui, 1996). An open-minded discussion of opposing views between leaders and employees was highly crucial, resulting in productive work, strong work relationships, experiencing the leader as democratic, and believing that both the leader and employee are powerful (Tjosvold, Hui, and Law, 1998). Hong Kong senior accounting managers were able to lead employees working in the Mainland when they had cooperative goals, but not when their goals were competitive or independent (Tjosvold and Moy, 1998).
Democratic, open-minded leadership is valued in China; Chinese employees want a relationship with their leaders and, although hesitant to initiate con- flictual discussions, expect them to consider their needs and views. Cooperative conflict is a concrete way for managers in China to develop the leader relationship and demonstrate their openness. Despite power distance values, leaders and employees in China can benefit a great deal by managing their conflicts cooperatively. Cooperative conflict is an ideal that both managers and employees in China and in the West can aspire to.