WOMEN LEADERSHIP IN CHINA

Women Leadership in China

Women Leadership in China

Introduction

Leadership can be described as processes that not only influence members to recognize and agree with what needs to be done and how it can be done effectively but also facilitate individual and collective efforts to accomplish the shared goals and visions (Yukl, 2002). In addition, according to Eagly, Johannesen, Engen (2003), leadership styles are the relatively appropriate patterns of behaviour applied by leaders. Based on their multifactor leadership questionnaire, Eagly et al. further summarized and described three major leadership styles. First, transformational leaders tend to bring about change in organizations and establish oneself as a role model by gaining the followers' trust.

As for the leadership styles of Chinese women, according to scholar (Chang, 2008, 109-119), they not only had their basis in the philosophies of Legalism, Taoism, and Confucianism, but they also integrated contemporary Western theories of leadership into actual practice. As a result, leadership styles of women in China demonstrate three frame orientations: director, parent, and mentor. Originated from Legalism, the features of the director leadership style are legality, strategy, and position. Parent leadership style is based on Taoism, so leaders and followers form emotional relationships that function like a family to a great extent. Finally, the mentor leadership style reflects the influence of Confucianism, and leader-led relationships are similar to mentor-learner dynamics with features such as guiding, sharing, and inspiring.

Many studies indicated that there is a significant difference between male and female leadership styles in China (Aldoory & Toth, 2004, 157-183). From different researches and accumulated data it has been realized that male supervisors in China tend to adopt a transactional leadership style. Female supervisors in China, by contrast, tend to use a transformational leadership style, which means that the leader will achieve the company's major goals by actively interacting with subordinates, encouraging employee involvement in decision making, sharing authority and information, respecting employee self-value, and encouraging employees to love their jobs.

Discussion and Analysis

Gender Parity in Ancient China

Historically in China, as in most countries of the world, very few women have been recognized as part of the history of that country (Adler, 1999, 127-161). In Chinese feudal system that lasted many centuries and under the influence of early Confucius (which relegated women to occupy the last place in the social ladder and the family), women experienced a bitter history of oppression by the permanent regime, in the clans of power, divine power and the husband. The sinister practice of binding girls' feet began in Nantang Dynasty (937 - A. 975 BC), continued for centuries until well into our contemporary history. This habit not only devastated the bodies and physical health of Chinese women, but also mind and mental health (Wolf, 1985, 78-84). As in the West, for centuries, these women were limited to living in a small space and obey the creed of "a very woman virtuous is one that does not reach any level of intellectual merit." After the Opium War (1839-1942), with Western influence, China began to ...