Cross-cultural leadership: leading around the world

Global Leadership: An Asian Perspective

“…Research attention has increasingly been given to how Asian philosophies and values influence Asian leadership practices (e.g., Alon & Higgins, 2005; Alves, Manz, & Butterfield, 2005; Hunges et al, 2016; McDonald, 2012; Rowley & Ulrich, 2012; Wang, Waldman, & Zhang, 2012). However, little work has linked Asian values to global leadership development despite the fact that East Asia continues to be one of the main drivers of the global economy, contributing more than two‐thirds to global growth.…”

“…Another Daoist virtue is being an invisible, humble leader. “A leader is best when people barely know he exists; when his work is done, his aim fulfilled, they will say: we did it ourselves” ( Daoism , Hunges et al, 2016). An invisible leader is like a gentle stream that flows quietly along its set path, and the leader seems to know what he/she has to do to lead the company and does so in his/her own quiet, modest manner (Tsui et al, 2004).…”

“…Numerous studies have indicated that cross‐cultural competencies of global leadership are a critical factor in organizational performance and effectiveness (e.g., Bird & Mendenhall, 2016; Caligiuri & Tarique, 2012; Chin, Gu, & Tubbs, 2001; Morrison, 2000; Youssef & Luthans, 2012). However, most of these competencies have been defined from a Western perspective and have primarily focused on universal competencies (Hunges, Aiken, Park, & Su, 2016). The long‐standing dominance of Western‐centric knowledge, a characteristic of the past century, is changing (McDonald, 2012).…”

On the Trust Management Challenge of Asian Global Leadership

“…Until today, organizations operating globally are looking for talented people to run projects and guide transformational processes across cultures. One common observation of how talented employees are being nurtured to become global leaders is the adoption of Western leadership models (Hanges, Aiken, Park, & Su, 2016). Indeed, for many decades, Western textbooks have been used in Asian management and business schools and instilled a leadership approach grounded in Western values and practices.…”

The Replication of the GLOBE Study in Turkey: Understanding the Effects of Social, Economical, and Political Changes on Cultural Dimensions and Leadership Ideals: A Mixed Methods Study

“…Charismatic/Value-Based leadership was more suited for Gender Egalitarian, Future-Oriented, Humane-Oriented, Collectivistic, and Performance-Oriented cultures but less effective in high Power Distance societies (Hanges, Aiken, Park, & Su, 2016).…”