How Does Culture Matter? The Xin (Heart-Mind)-based Social Competence of Chinese Executives

In this study we explore the emotional and cognitive dimensions of Chinese business leaders’ social competence. We argue for a culturally inclusive conceptualization of leader social competence and its internal structure, which takes into account Chinese indigenous features. Data were collected by c...

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Vydáno v:Management and organization review Ročník 13; číslo 2; s. 307 - 344
Hlavní autoři: Wei, Hongguo, Bilimoria, Diana, Li, Shaobing
Médium: Journal Article
Jazyk:angličtina
Vydáno: New York, USA Cambridge University Press 01.06.2017
Témata:
Behavior
Chinese culture
Cognition & reasoning
Deception
Emotions
Executives
Grounded theory
Leadership
Organizational change
Private enterprise
Social interaction
Social perception
Socialization
Studies
Success
China
leadership effectiveness
top executives
cognition and emotion
social competence
cognitive system of yin-yang balancing
self and other
ISSN:1740-8776, 1740-8784
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Shrnutí:In this study we explore the emotional and cognitive dimensions of Chinese business leaders’ social competence. We argue for a culturally inclusive conceptualization of leader social competence and its internal structure, which takes into account Chinese indigenous features. Data were collected by critical incident interviews from 42 top executives of small- and medium-sized private enterprises in China. A total of 302 competency episodes were included in the current study. Grounded theory was used for data analysis. The following xin (heart-mind)-based social competencies were referenced in episodes of effective Chinese competency-relevant social interactions: guanxi building and maintenance, empathy, inspiration with wisdom, empowerment and developing others, resilience, and appreciation of problem solving. Each of these competencies includes an emotional and a cognitive element and embodies dynamic interplay between the emotional and cognitive dimensions of social competence. Xin-based social competencies impact effective interactions in relational contexts that implicate the individual self, the organizational self, and their interactions. The theoretical contributions and practical implications of the findings are discussed.
Bibliografie:ObjectType-Article-1
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ISSN:1740-8776
1740-8784
DOI:10.1017/mor.2016.37