This article evaluates the processes of transferring managerial and leadership practices of Chinese entrepreneurs in sub-Saharan Africa (SSA). From the lens of paternalism, we investigate Chinese entrepreneurs’ behaviours towards their African employees in Kenya, Zambia, and South Africa (SA). Through 148 interviews (with 127 interviewees) from 78 organisations, we explain how the Chinese paternalistic entrepreneurial leadership behaviours (PELB) are legitimised, transformed, and resisted in African settings. Chinese leaders adopt a nurturing approach to transfer managerial and leadership behaviours within paternalistic cultures in the development of their organisations in SSA. We articulate the types of Chinese PELB that help to sustain Chinese organisational development and those that hinder this process in SSA.
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