Two landmark studies of national culture undertaken approximately a quarter century apart present a unique opportunity for a longitudinal analysis of the shift in cultural values in work organizations over time. Using comparable data from Hofstede and GLO BE, we investigate the hypothesis that, in the rapidly developing nations of Asia, there has been a convergence of collectivist values in work organizations toward the level of collectivist values found in work organizations in the highly developed nations of the major economies. Findings suggest that collectivist values in rapidly developing nations are converging towards collectivist values of highly developed countries. This convergence is not exclusively due to economic growth or wealth but rather due to the speed of the economic growth. Specifically, periods of prolonged rapid economic transformation appear to also have a transforming effect on national cultural values. Implications of this finding and directions for future research are discussed.
As leadership development becomes prevalent around the world, it is critical to understand the expectations and needs of participants attending leadership development programs and whether cross-country differences exist in those needs. This study examines the leadership challenges faced by 763 participants of leadership development programs from seven different countries (China/Hong Kong, Egypt, India, Singapore, Spain, the United Kingdom, and the United States) and evaluates how important they perceive certain leadership competencies are to success in their respective organization. Qualitative data reveal that the challenges leaders face are relatively similar across countries, although small variations exist. Developing Managerial Effectiveness, Inspiring Others, Developing Employees, Leading a Team, Guiding Change, and Managing Internal Stakeholders and Politics were challenges that ranked consistently among the top challenges in each country. Quantitative data from the same sample showed that the leadership competencies of Leading Employees, Resourcefulness, and Change Management were consistently seen as being important to success in managers’ organizations in all countries. Teaching managers to overcome the aforementioned challenges, and enhancing the previously mentioned competencies, is likely to contribute to the effectiveness of leadership development programs and initiatives independently of the country in which the manager resides. Both qualitative and quantitative data suggest cultural convergence when it comes to the needs of participants in leadership development programs around the world. Implications of findings for participant-focused leadership development and practical executive education are discussed.
This case study illustrates the unique challenges of leading a faith-based nonprofit organization within a multifaith constituency in Asia. The core themes of the case are based on research conducted with the staff, executive team, and board members of an international faith-based nonprofit organization in Asia. Specifically, the case focuses on three identity-based leadership dilemmas in relation to (1) creating a shared sense of organizational identity, (2) talent management, and (3) board governance. By describing the challenges faced by the CEO, the case shows how a strong faith-based identification can positively bind an organization together, but also result in organizational blind spots with unintended consequences.
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