ABOUT THE RESEARCH
In an increasingly connected and interdependent world, business leadership is increasingly subjected to the forces of globalisation. To some extent, such international forces have led to a cross-national convergence of management principles and practices, with a heavy influence from the United States and Western Europe due to their economic dominance the last two centuries.
Yet, governance structures, economic institutions and fundamental cultural values can arguably be quite resistant to global convergence forces. As a result, business leadership is still often enacted differently across different countries.
THE RESEARCH SUGGESTS ANSWERS TO
A: What are the prevalent characteristics of the senior business leaders in each of the nine asian countries?
B: Beyond local success, how should emerging leaders in each country develop to make the leap onto the global stage?
C: What are seven useful tips that can help leaders new to each asian country connect with their local teams?
A COUNTRY’S LEADERSHIP MOSAIC: PRESENT & FUTURE
The first section of each country report builds the picture of business leadership in the country. It synthesises the prevalent, yet unique characteristics that senior business leaders in that country tend to display due to its governance structures, economic institutions and fundamental cultural values.
Next, the section examines the country’s situational context, followership and next-gen leaders, and highlights how business leadership in that country will (or should) look in the near future.
For senior business leaders who want to stay ahead of the game, the section closes by suggesting steps of change that these leaders can undertake.
B: ASSESSING ITS EMERGING LEADERS FOR GLOBAL LEADERSHIP
The second section of each country report turns the spotlight on its emerging leaders and assesses their strengths and development areas where it comes to them becoming effective global leaders.
Based on HCLI’s global leadership framework, C-suite executives voice their perceptions of how they see these emerging leaders navigating volatile and uncertain environments, building relationships across external and internal organisational boundaries, adapting (authentically) in cross-cultural teams and having the aspirations to move away from home in the first place. Development interventions are suggested for each of these dimensions.
C: CHEAT SHEET FOR NEW FOREIGN LEADERS
Leading in a new host country can be a real challenge. While HR may have oriented the foreign leader to the cultural faux pas to avoid or the rules of business etiquette to observe, the leader needs to be aware of more fundamental matters. For instance, what is the local workforce’s expectation of him or her as a leader? What attributes or behaviours can he or she demonstrate to win the hearts of the employees?
Each country report comes along with a bonus cheat sheet, picking out seven things that a foreign leader new to the country must watch out for – and the corresponding tips for action.
RECEIVE THE LINK FOR THE REPORTS
MOSAICS DEVELOPMENT SOLUTIONS
Leadership Mosaics across Asia offers three development solutions for executives, regardless of learning preferences and styles.
1) Research Reports
3) eLearning Modules