Learning to lead: A comparison of developmental events and learning among managers in China, India and the United States
TL;DR: The authors analyzed and compared qualitative data on key developmental events and lessons from senior executives in China and India, and including a comparison to similar recent US data, and found that the need to recruit and train additional leadership talent is particularly problematic in rapidly growing Asian economies.
Abstract: In rapidly growing Asian economies, the need to recruit and train additional leadership talent is particularly problematic, as the demand for talent continues to outstrip available indigenous human capital. Yet most leadership development research to date has focused on US samples. The current study extends our knowledge about how managers develop as leaders by analyzing and comparing qualitative data on key developmental events and lessons from senior executives in China and India, and including a comparison to similar recent US data.
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TL;DR: In this paper, the authors review, examine, and list the factors that have contributed to the emergence of China and India (referred to as Chindia) and compare the antecedents, characteristics, and consequences of their emergence in the global market.
Abstract: Over the past 20 years, China and India have emerged as the fastest growing economies in the world. In this context, the authors review, examine, and list the factors that have contributed to the emergence of China and India (referred to as Chindia). The authors compare the antecedents, characteristics, and consequences of their emergence in the global market. This article provides insights for the researchers and multinational enterprises from rest of the world to carry out studies on country analysis as well as foreign market entry modes. Besides, we posit theoretical and testable propositions for future research.
84 citations
Cites background from "Learning to lead: A comparison of d..."
...Replacement of old political system, with the market economy mechanism requires implementation of wide array of institutional reforms Dikova and Van Witteloostuijn (2007)....
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...Similarly, experts note that in the fastest growing Asian economies like India and China, there is an urgency to train larger number of leaders because the demand for talent have outstripped available indigenous human capital resources for several years, (Shyamsunder et al. 2011; Van Velsor et al. 2013)....
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...…experts note that in the fastest growing Asian economies like India and China, there is an urgency to train larger number of leaders because the demand for talent have outstripped available indigenous human capital resources for several years, (Shyamsunder et al. 2011; Van Velsor et al. 2013)....
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TL;DR: This article discussed the antecedents, characteristics, and consequence of China's rise in the world economy with reference to the four W framework (What, When, Where, and Why).
Abstract: China has emerged as the fastest-growing economy in the world. In this context, I discuss the antecedents, characteristics, and consequence of China’s rise in the world economy with reference to the “four W” framework (What, When, Where, and Why). This article provides insights into the role of exports and FDI in China’s rise. Theoretical as well as real-life factors contributing to this success are also listed. Comparative analysis with other emerging countries, such as India, is provided. In addition, directions for future research are outlined.
35 citations
TL;DR: In this article, cultural relational norms in relation to leader-member agreement on relational quality and leader evaluation of member performance were investigated in dyadic relationships conforming to Malaysian cultural norms.
Abstract: The congruence model of leader–member exchange (LMX) quality predicts that agreement between leader and members regarding relationship quality is associated with follower performance. However, questions remain over how cultural relational norms influence congruence. This study, based on a government-linked international joint venture in Malaysia, investigates cultural relational norms in relation to leader–member agreement on relational quality and leader evaluation of member performance. Our findings revealed that LMX quality agreement was related to in-role and extra-role performance among dyadic relationships conforming to Malaysian cultural norms. This study contributes to understanding how cultural relational norms provide conditions to the congruence model of LMX.
22 citations
TL;DR: In this paper, the authors identify and examine, from both men's and women's perspectives, the specific behaviors and strategies male allies use to successfully support the advance of women in the military.
Abstract: The purpose of this research study was to identify and examine, from both men’s and women’s perspectives, the specific behaviors and strategies male allies use to successfully support the advanceme...
21 citations
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8,493 citations
01 Jul 2006
TL;DR: The GLOBE culture and leadership scales as mentioned in this paper were developed by the Globe Research Program at the University of Southern California (U.S.A. in the early 1990s).
Abstract: Foreword - Harry Triandis Preface - Robert J. House Part 1 Introduction Chapter 1 Introduction - Robert House Chapter 2 Overview of the Globe Research Program - Robert House and Mansour Javidan Part 2 Literature Chapter 3 Literature Review - Mansour Javidan and Robert House Chapter 4 Cultures and Leadership - Peter Dorfman and Robert House Chapter 5 The Impact of Societal Culture and Industry on Organizational Culture - Marcus Dickson, Renee BeShears, and Vipin Gupta Part 3 Project GLOBE: Research Methodolgy - Overview by Paul Hanges Chapter 6 Research Design - Robert House, Paul Hanges, and Peter Dorfman Chapter 7 The Linkage Between GLOBE Findings and Other Cross Cultural Information - Mansour Javidan and Markus Hauser Chapter 8 The Development and Validation of the GLOBE Culture and Leadership Scales - Paul Hanges and Marcus Dickson Chapter 9 Multi-source Construct Validity of GLOBE Scales - Vipin Gupta, Mary Sully de Luque, and Robert House Chapter 10 Regional and Climate Clustering of Social Cultures - Vipin Gupta, Paul Hanges, Peter Dorfman, and Robert House Chapter 11 Rational for GLOBE Statistical Analysis: Societal Rankings and Test of Hypotheses - Paul Hanges, Marcus Dickson, and Mina Sipe Part 4 Empirical Findings - Intro by Mansour Javidan Chapter 12 Performance Orientation - Mansour Javidan Chapter 13 Future Orientation - Neal Ashkanasy, Vipin Gupta, Melinda Mayfield, and Edwin Trevor-Roberts Chapter 14 Cross-Cultural differences in Gender Egalitarianism: Implications for Societies, Organizations, and Leaders - Cynthia G. Emrich, Florence L. Denmark, and Deanne Den Hartog Chapter 15 Assertiveness - Deanne Den Hartog Chapter 16 Individual and Collectivism - Michele J. Gelfand, D.P.S. Bhawuk, Lisa H. Nishii, & David J. Bechtold Chapter 17 Power Distance - Dale Carl, Vipin Gupta with Mansour Javidan Chapter 18 Humane Orientation in Societies, Organizations, and Leader Attributes - Hayat Kabasakal and Muzaffer Bodur Chapter 19 Uncertainty Avoidance - Mary Sully de Luque, Mansour Javidan, and Ram Aditya Chapter 20 Societal, Cultural, and Industry Influences on Organizational Culture - Felix Brodbeck, Paul Hanges, Marcus Dickson, Vipin Gupta, and Peter Dorfman Chapter 21 Leadership and Cultural Variation: The Identification of Culturally Endorsed Leadership Profiles - Peter Dorfman, Paul Hanges, and Felix Brodbeck Part 5 Conclusion Chapter 22 Conclusions, (theoratical and practical) Implications, and future directions - Mansour Javidan, Robert House, Peter Dorfman, Vipin Gupta, Paul Hanges, and Mary Sully de Luque Appendix A Correlations GLOBE Scales - Paul Hanges Appendix B Response bias Outliers - Paul Hanges Appendix C Hierarchical Linear Modeling - Paul Hanges, Mina Sipe, and Ellen Godfrey Appendix D Confidence Internval Demonstration - Paul Hanges
4,582 citations
TL;DR: A meta-theory of development is outlined that is based on the orchestrated and adaptive interplay between three processes of behavioral regulation: selection, optimization, and compensation about the general nature of lifespan development.
Abstract: The focus of this review is on theory and research of lifespan (lifespan developmental) psychology. The theoretical analysis integrates evolutionary and ontogenetic perspectives on cultural and human development across several levels of analysis. Specific predictions are advanced dealing with the general architecture of lifespan ontogeny, including its directionality and age-differential allocation of developmental resources into the three major goals of developmental adaptation: growth, maintenance, and regulation of loss. Consistent with this general lifespan architecture, a meta-theory of development is outlined that is based on the orchestrated and adaptive interplay between three processes of behavioral regulation: selection, optimization, and compensation. Finally, these propositions and predictions about the general nature of lifespan development are examined and supported by empirical evidence on the development of cognition and intelligence across the life span.
1,106 citations
Book•
05 Feb 1997
TL;DR: The undertow of culture and the interaction spheres of culture are explored in this paper, where the authors discuss the role of culture in business ethics, social responsibility, and human resource management.
Abstract: PART ONE: THE MEANING OF CULTURE 1 The undertow of culture 2 Exploring culture 3 Interacting spheres of culture PART TWO: CULTURE AND MANAGEMENT PRACTICE 4 Culture and organization 5 Culture and strategy 6 Culture and human resource management PART THREE: MANAGING CULTURAL DIFFERENCES 7 The "international" manager 8 The "multicultural" team 9 The "global" organization 10 Citizens of the world: business ethics and social responsibility
856 citations
Book•
01 Jan 1988
TL;DR: The authors discusses how to learn from job assignments, fellow workers, and hardships, shares the lessons of successful executives, and shows how to evaluate the developmental value of a job and how to apply them to real-world situations.
Abstract: Tells how to learn from job assignments, fellow workers, and hardships, shares the lessons of successful executives, and shows how to evaluate the developmental value of a job
576 citations