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Humility as an important factor for leaders was identified by Collins (2001) and his colleagues in an extensive research project about the leadership qualities of the leaders of companies that transitioned from “good” to “great.” This paper is an empirical study of six factors closely associated with humility and leadership and the purpose of this paper is to identify how Chinese business students and Chinese employees perceive the importance of six factors associated with humility as enlightened leadership.

This paper summarizes recent research about humility and leadership and suggests seven hypotheses about the importance of six factors associated with humility as enlightened leadership.

This study confirms that Chinese respondents affirmed the value of all six factors and identified the statistical significance of three of the factors studied.

A limitation of this study is that it is exploratory in nature and contained many factors that made conducting factor analysis indeterminable. The practical implications of this study are that it provides confirming information about understanding the value system and priorities of Chinese employees and future workers when multi-national companies interact with Chinese partners.

This study provides valuable information about the six factors associated with humility as enlightened leadership. This study is the first of its kind that empirically tests Chinese attitudes associated with humility and leadership.

The purpose of this paper is to examine the nature of trustworthiness at an organizational level. A comparison of Chinese and US perspectives facilitated the identified insight into the nature of trustworthiness.

This paper is an exploratory study of cross-cultural perceptions of trustworthiness at an organizational level. A survey was administered to business school students, faculty members and industrial managers in a major Chinese city. Usable data collected from 398 respondents was analyzed identifying significant factors characterizing organizational trustworthiness.

Seven factors were identified that characterize organizational trustworthiness. These factors were significant for both US and Chinese respondents, with procedural fairness considered most important of the identified factors.

This paper contributes to trustworthiness literature at the organizational level. Prior empirical research is based on data collected from US business school students. This is the first reported study based on a comparison of data collected from Chinese and US participants. Identifying the seven significant factors characterizing organizational trustworthiness has practical value to international employers who work with the Chinese students who will become tomorrow’s Chinese employees.