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Compares the desirable leadership traits and leadership traits actually exhibited by Mainland and Hong Kong Chinese and expatriate managers and supervisors. Determination of the perceptions of successful leadership behavior in the People's Republic of China (PRC); Differences in the Asian Chinese subcultures; Evaluation of the usefulness of a leadership evaluation instrument developed in the U.S. for use in the PRC.

This paper investigates ethical perceptions among Hong Kong Chinese managers of themselves and peers according to age, location of education and employment (local vs. multinational), based upon responses to thirteen potentially unethical situations. The major conclusions of the study are: (1) there is little consistency among perceptions of ethical situations; (2) Hong Kong managers perceive their peers as more unethical than themselves; (3) ethical perceptions in some situations are affected by age and to a lesser extent, place of education; and (4) significant interactions were found between age and the nature of employer, as well as between the place of education and the nature of employer. To conclude, the management implications of these findings are discussed. [ABSTRACT FROM AUTHOR]