Chinese have a different point of view on the concept of leadership with western
norms (Martinsons & Westwood, 1997). As a result, a distinctive in-group exists in
the organization and bureaucratic regulations are used moderately (ibid). Chinese
leaders are not used to listening to subordinates or adopting team’s perspective
(Martinsons & Westwood, 1997 refer to Fukuda, 1983). Therefore, in China,
important decisions are only made by leaders according to their individual experience
or knowledge. It is natural that Chinese leaders who possess authority to determine
the organization objectives (Martinsons & Westwood, 1997 refer to Silin, 1976).