The role structure of Chinese managers

Oded Shenkar*, Simcha Ronen, Erella Shefy, Irene Hau Siu Chow

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


The study investigates the role structure of managers in China's Henan province. The results produce a two-facet classification consistent with Shapira and Dunbar's findings for North American managers, yet displaying a number of unique features attributed to the Chinese business environment. The leader's role of the Chinese manager splits into task-related and relationship-oriented activities, and the monitor role is plotted across the informational and decision facets. An addition to this study, the political role is also found across the two facets, providing integration across the various managerial activities. An open system model of the Chinese managerial role is proposed.

Original languageEnglish
Pages (from-to)51-72
Number of pages22
JournalHuman Relations
Issue number1
StatePublished - Jan 1998


  • China
  • Enterprise reform
  • Managerial role
  • Universality


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