Jackson, BradLiu, Yiling2025-11-132025-11-132025https://hdl.handle.net/10289/17767While a number of New Zealand organisations have demonstrated genuine commitment to fostering diversity and inclusion, particularly for Māori and Pasifika peoples, individuals of Chinese ethnicity remain significantly under-represented in senior executive teams and on boards of directors. In light of New Zealand’s ongoing inability to harness the potential contributions of this community, the country has not been fully able to benefit from its truly diverse and globally connected workforce. The literature reviewed the history of the Chinese diaspora, with a particular focus on migration patterns in Aotearoa New Zealand. It also examined the contemporary Chinese community’s demographics, educational backgrounds, and workplace experiences. Existing research has shown that, despite the significant contributions Chinese communities have made to New Zealand society, they continue to face barriers, particularly in advancing to senior leadership positions. This thesis aimed to explore the distinctive qualities of leaders with Chinese heritage and to recognise the contributions they have made to New Zealand society. It sought to promote the visibility of Chinese leaders in the corporate environment and to understand both the barriers they may have faced and the key enablers in advancing to executive roles. This qualitative research study utilised semi-structured interviews conducted with current or former senior leaders with Chinese heritage, enabled participants to reflect on their leadership experiences. The findings revealed how cultural background, upbringing, and lived experiences shaped their perspectives and leadership styles. Although these Chinese leaders had attained senior leadership positions, many described encountering systemic barriers that limited their recognition and progression within the predominantly Anglo-Saxon leadership frameworks in New Zealand. Nevertheless, the findings also revealed that leaders with Chinese heritage have been able to bring meaningful value to New Zealand through inclusive leadership practices, international business connections, and cross-cultural insight. By focusing on leaders of Chinese heritage, this study addressed a critical gap in the existing literature on ethnic diversity in leadership, particularly within the New Zealand context. It emphasised the need for more inclusive leadership models and coordinated efforts from government, organisations, educational institutions, and individuals to create a more equitable and representative society that promotes greater leadership opportunities for people of all ethnic backgrounds.enAll items in Research Commons are provided for private study and research purposes and are protected by copyright with all rights reserved unless otherwise indicated.overseas Chineseleadership experiencescultural identityAotearoa New Zealandethnic diversityworkplace inclusionsenior leadershipThesis