Drawing　on　a　case　study　of　a　three-generation　family　business,　this　paper　explores　the　antecedents　and　consequences　of　female　leadership　in　contemporary　Chinese　family　business.　Our　findings　suggest　that　institutional　change　in　contemporary　China　affects　the　role　of　female　family　members　in　the　family　system,　which　eventually　gave　rise　to　female　leadership　in　China＇s　family　businesses.　We　also　propose　that　in　comparison　to　male　leadership,　female　leadership　in　Chinese　family　business　is　more　concerned　with　balancing　work-family　conflict;　more　dependent　upon　the　family＇s　endowment　of　resources;　and　more　likely　to　favor　a　participative　(rather　than　authoritative)　decision-making　style.