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| Opportunistic Leadership, Illusionary Leadership: Two Key Constructs in Chinese Leadership |
| HAN Wei,XI Youmin |
| 1. Shenzhen University，Shenzhen， Guangdong, China; 2. Xi’an Jiaotong University,
Xi’an, China; 3. Xi’an JiaotongLiverpool University, Suzhou, Jiangsu, China |
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Abstract Drawing on the life experience, our theoretical perspective and the critical observation on leadership in English papers, this paper builds a fourdimensionframework to reinterpret Chinese leadership, which includes culture, socialization, organizational context and interactive perspectives. The author identifies four types of leadership by focusing on the leaderfollowers’ interaction in the framework, and find that opportunistic leadership (OL) and illusionary leadership (IL) are two key constructs to explain how Chinese leader to lead in real world. The author claims that the research on indigenous leadership should be involved more in changing the world instead of phenomena reflection alone. Only if there were more critical and reflective thinking on culture, socialization and interaction outside/inside organization that shape the leadership, particularly, waking up of personal duty as a follower, we would have chance to avoid and to inhibit abuse of OL, IL in our organizational and social life.
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Received: 17 October 2012
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2012, Vol. 9 
