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The purpose of this paper is to explore the fundamental content and structure of destructive leadership within the Chinese cultural context, through surveys of employees in Chinese organizations.

Methodologies such as documentary analysis, interview and survey were used in the study, and surveys were conducted on over 1,300 employees from Beijing, Shanghai and other cities in Guangdong and Zhejiang provinces. Then the content and structure of destructive leadership perceived by Chinese employees were examined using multiple statistical techniques including EFA (exploratory factor analysis) and CFA (confirmatory factor analysis).

The results of the survey showed that destructive leadership in Chinese organizations consists of four factors: corruption, excoriation of subordinates, abuse of subordinates and the loss of professional morality. The authors then compared the structure with relevant Western research findings and revealed their similarities and differences.

The structure of Chinese destructive leadership not only reflects the characteristics of Chinese culture, but also reflects the characteristics of current Chinese organizational management, which have practical implications for identifying management problems in Chinese organizations and improving workplace leadership behavior.

This is the first paper of its kind in mainland China to empirically explore the theoretical model of destructive leadership within the context of Chinese culture, which will facilitate future research by offering a theoretical basis and research instrument.

The purpose of this paper is to analyze whether Chinese philosophy can have positive results in long‐term training.

The paper examined its effect based on Kirkpatrick's model. The qualitative data were the interviews, observations, and documents from 2004 to 2012. The quantitative data included three questionnaires for the employees and the customers distributed in 2005, 2006, and from 2009 to 2011, with 3,601 valid ones in total.

The results show that using Chinese philosophy as training content can increase trainees' training motivation. In addition, better training motivation can bring positive reaction, learning, and motivation for transfer. Second, at the individual level, Chinese philosophy can increase the employees' motivation for transfer and workplace spirituality. Third, at the organizational level, it shows an enhancement of service quality (SQ).

First, human resource (HR) practices can take the country's cultural features into account and do not necessarily have to adopt Western management theories and practices. Second, the “best practice” can be a useful reference for HR managers in the Chinese organizational context. Finally, the training contents are not necessarily about knowledge or skills. For the service industries with intensive interaction with customers, enhancing work attitude can further increase SQ.

First, Chinese philosophy involves the concepts of business management. Second, this longitudinal research pointed out that Chinese philosophy can enhance employees' workplace spirituality; and further, it enhanced the SQ. Third, the training evaluation result is more comprehensive for it includes individual level and organizational level.