Publication Date

Fall 2021

Advisor(s) - Committee Chair

Randall Capps (Director), Nicholas Brake, Lester Archer, and Cecile Garmon

Degree Program

Department of Educational Administration, Leadership, and Research

Degree Type

Doctor of Education


The purpose of this case study is to gain a better understanding of the way in which some Chinese managers describe their leadership approaches and why they accept and use U.S. leadership approaches in a U.S. manufacturing company in China. Within the single-case (embedded) research design, in-depth interviews and existing data are two main methods of the researcher’s data collection. A purposeful sample (N = 8) of managers from the corporation served as participants. After collecting relevant qualitative data, two rounds of coding occurred. In the first round, initial coding was comprised of identifying codes from the transcripts. For the second-round coding, the researcher identified codes to be organized into themes. A number of themes emerged from the coding.

Findings of Research Question 1 concluded many in this sample of Chinese managers pointed out the same components of team leadership approaches and similar aspects of transformational leadership approaches. Their corporate headquarters (WEC) established some important requirements and standards for managers who typically presented their ideas about effective leadership methods during the global summits held every two years. These Chinese managers also described more elements of United States than Chinese leadership approaches during their work at WEC. For Research Question 2, the researcher’s findings included (1) some early introductions of U.S. leadership approaches from the Chinese government, (2) WEC Chinese managers’ educational background, (3) people-centered organizational cultures, and (4) the economic globalization.


Educational Leadership | Entrepreneurial and Small Business Operations | International Business | Leadership Studies