Journal of Education and Psychology

Abstract

The purpose of this research is to construct a grass-roots Chin-Shin Relationship Inventory (CSRI) for Chinese managers, measuring how they treat their Chin-Shin or so-called in-group members in western theory.

The reliable CSRI consists of 31 items which are classified into 10 subscales including “giving privileges”, “trustful empowerment”, “regarding as a most intimate person”, “asking to set examples”, “informal get-together”, “giving opportunities of performance and growth”, “sharing information”, “entrusting personal affairs”, “caring for individual life” and “giving more discipline.” These subscales reflect the richness and multiplicity of the Chin-Shin behaviors demonstrated by managers in Chinese organizations. The unique feature is that “the giving privileges” factor is the most explanatory one while the rest have similar explanatory power, can also be found in the CSRI.

The criterion-related validity of CSRI is constructed in the context of transactional leadership, transformational leadership, and mentoring experience. The higher correlation among Chin-Shin behaviors, mentoring behaviors, and transformational leadership may show that they have a similar concept which is different from the transactional leadership concept. This result implies that, for a Chinese subordinate, the more often the leader treats him/her like a Chin-Shin or in-group member, the more the leader is his/her mentor and his/her transformational leader. And this kind of leader is deemed an excellent leader.

Of the CSRI, the “regarding as a most intimate person”, “trustful empowerment” and “caring for individual life” subscales have more convergent validity, while “giving privileges”, “giving more disciplines” and “entrusting personal affairs” have more discriminant validity. These six subscales may be regarded as core subscales of CSRI.

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