The Study On The Current Chinese Implicit Leadership Theory

The self-constructed questionnaire and test method are employed to investigate the implicit leadership structure and characteristics in China nowadays, to analyze the relationship between implicit leadership factors and other relative factors and construct "Implicit Leadership Appraisal Scale (China)". This study has investigated a sample of 4,700 testees in Shenzhen, Guangzhou and Hangzhou City.Five parts are included in this study: (1) Exploring e factor structure and features of the implicit leadership in China nowadays by exploratory factor analysis. Through analysis, we find that nowadays the concept of leader in Chinese people's mind is still composed of four factors including Goal Effectiveness, Multi-capacities, Personal Morality and Interpersonal Compentence. And from the findings we finds that nowadays Chinese people pays much attention to the leader's moral quality and ability, canonizes knowledge and emphasizes human-focused. (2)Constructing a scale-"Implicit Leadership Appraisal Scale (China)" which is composed of four factors including nineteen items by exploratory factor analysis and confirmatory factor analysis . The reliability coefficient of the whole scale is 0.8997, and the reliability coefficient of each sub-scale is above 0.70. (3)Analyzing the relationship between implicit leadership factors and the employee's sense of achievement, attachment, conscientiousness, job satisfaction and the trust to the leader's personality and work by Canonical Correlation Analysis. We find that the implicit leadership factor has remarkable forecast effect to six relative factors mentioned above, among which the personal morality and interpersonal compentence factors mainly influence the trust to the leader's personality and work. (4)Discussing the effect of age, occupation and education level on implicit leadership factors. The result shows that education level is the main affecting variable. (5) Analyzing the application of the scale, we find that there are distinct differences between the Shenzhen Group and Guangzhou Group and Hangzhou Group in appraising the tacit leadership factors and we believe it dues to the regional culture differences.