40 November 2016 November 2016 41 Expert guide: Psychology 2016 individuals and organisations on leadership and diversity development. Dr. Chin is a psycholo-gist who has held senior management positions as Dean at Adelphi University and at Alliant In-ternational University, and as Executive Director of a Community Health Center and of a Men-tal Health Clinic in Boston. Her recent work on Global and Diverse Leadership includes women and ethnic minority issues, and a book on Di-versity and Leadership (2014). She trains on leadership and organisational development, and cultural competence. Mostly recently, she is the Council Leadership Chair-Elect of the Ameri-can Psychological Association, and President of the International Psychology (Division 52, APA) where she is creating an International Leadership Network to promote mutual exchange on educa-tion/training and research/scholarship. References Ayman, R., & Chemers, M. M. (1983). Relationship of su-pervisory behavior rating to work group effectiveness and subordinate satisfaction. Journal of Applied Psychology, 68, 338-341.Kao, H. S., Sinha, D., & Wilpert, B. (1999). Management and Cultural Values: The Indigenization of Organizations in Asia. Thousand Oaks, CA: Sage Publications.Cheng, B. S., Chou, L. F., & Farh, J. L. (2000). A triad model of paternalistic leadership: The constructs and measure-ment. Indigenous psychological research in Chinese Societ-ies, 14, 3-64.Burns, J. M. (1978). Leadership. New York: Harper & Row. Chin, J. L. & Trimble, J. (2014). Diversity and Leadership. Thousand Oaks, CA: Sage Publications.Den Hartog, D. N., & Dickson, W. (2004). Leadership and culture. In J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership (pp. 249–278). Thousand Oaks, CA: Sage Eagly, A. H., Johannesen-Schmidt, M. C., & van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129,569–591. doi:10.1037/0033-2909.129.4.56.Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member ex-change (LMX) theory of leadership over 25 years: Applying a multi-level, multi-domain perspective. Leadership Quar-terly, 6(2), 219-247.Infoplease. (2009). Minorities in the 111th Congress. Retrieved from http://www.infoplease.com/us/government/111-con-gress-minorities.html Lee, Y-T. (2004). What can chairs learn from Daoistic/Tao-istic Leadership? An Eastern perspective. The Department Chair, 14(4), 25-32. Li, J. (2012). Cultural Foundations of Learning: East and West. New York, NY: Cambridge University Press.Rodrigues, C. A. (2001). Fayol’s 14 principles of manage-ment then and now: A framework for managing today’s or-ganizations effectively. Management Decision, 39, 880–889.Rost, J. C. (1991). Leadership for the Twenty First Century. Westport, CN: Praeger Publishers.Rubin, Hank (2009). Collaborative Leadership: Developing Effective Partnerships for Communities and Schools. Corwin Press.U.S. Bureau of Labor Statistics. (2009, January). Household data annual averages: Employed persons by detailed occupa-tion, sex, race, and Hispanic or Latino ethnicity. Retrieved from http://www.bls.gov/cps/cpsaat11.pdf Yan, Y. (1996). The Flow of Gifts: Reciprocity and Social Net-works in a Chinese Village. Stanford, CA: Stanford University Press. USA A Daoist leadership model offers new insights into other forms of leadership while relationship oriented, collaborative, and transformational styles of leadership have potential for diversity leadership if modified