• ISSN: 2010-023X
    • Frequency: Bimonthly
    • DOI: 10.18178/IJTEF
    • Editor-in-Chief: Prof.Tung-Zong (Donald) Chang
    • Executive Editor: Ms. Cherry L. Chen
    • Abstracting/ Indexing: Engineering & Technology Digital Library, ProQuest, Crossref, Electronic Journals Library, DOAJ , EBSCO, and Ulrich's Periodicals Directory
    • E-mail: ijtef@ejournal.net
IJTEF 2011 Vol.2(3): 218-224 ISSN: 2010-023X
DOI: 10.7763/IJTEF.2011.V2.106

The Effects of Transformational Leadership in Chinese Family Business How Should Family Business Lead Their Family Employees?

Fei Yi GAO, Shanshan BAI, and Kan SHI
Abstract—Based on a sample of 186 family businesses in China, this study examined the adoption of transformational leadership in Chinese family businesses, and its impacts on the organizational commitment of family employees. Attitudinal and behavioral data were collected from both family business owners and family employees. With a China-specific version of leadership questionnaire, this study identified that a high level of transformational leadership behavior was practices by Chinese family business owners. Results of multivariate analyses further indicated that family business owners’ transformational leadership behavior has positive effects on family employees’ value commitment and commitment to stay.

Index Terms—transformational leadership; organizational commitment; family employee, Chinese family business.

Fei Yi Gao is with Management School, Graduate University of Chinese Academy of Sciences, Beijing, China.
Shanshan Bai is with Beijing Capital Social and Economic Development Research Center, Beijing, China. Kan Shi is with Management School at Graduate University of Chinese Academy of Sciences.

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Cite:Fei Yi GAO, Shanshan BAI, and Kan SHI, "The Effects of Transformational Leadership in Chinese Family Business How Should Family Business Lead Their Family Employees?," International Journal of Trade, Economics and Finance vol.2, no.3, pp. 218-224, 2011.

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