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LeadershipDevelopment_in_China.pdf

LeadershipDevelopment_in_China.pdf

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10/05/2010

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MTI Newsletter
MACHWÜRTH TEAM INTERNATIONAL
Organisational and Personnel DevelopmentMACHWÜRTH TEAM INTERNATIONAL • Dohrmanns Horst 19 • D-27374 VisselhövedePhone: +49 (0) 42 62 / 93 12 - 0 • Fax: +49 (0) 42 62 / 38 12Email: info@mwteam.com • Internet: www.mticonsultancy.com
Leadership Development in China
Introduction
Leadership development inChina currently is in the focus ofmost multinational (MNC) aswell as Chinese companies. Be-cause of the relatively youngdevelopment of the country’seconomy, leaders in China areon average 10 years youngerthan leaders in comparable po-sitions in western countries.This circumstance leads to thefact that in China qualified ma-nagement resources are scarceand sought after in the market.MNC’s in China are pursuing dif-ferent way to fill the leadershippipeline. An important elementfor producing qualified leadersare management developmentprograms.
Requirements for manage-ment development in China
 Management development inChina has quite different re-quirements than in other coun-tries and regions. It is not thatmanagement theories would bemuch different in China, after allmanagement theory bases onelementary human needs, butthe way to implement them andwhat to focus on can be very dif-ferent. The reasons for that lie inseveral areas:
 The Chinese leadership cul-ture and western leadershipculture is different this leadsto different perceptions ofhow things should be (e.g.participative vs. hierarchicalleadership)
 Chinese culture fosters dif-ferent communication habitsand methods of dealing withconflict (e.g. direct vs. indi-rect).
 The perception of what qua-lity is and how it should bedealt with is different (e.g.holistic vs. case by case)
 The ideal state and the realstate differ in China and theWest (i.e. level of assertive-ness, giving feedback, …)Regarding the management cul-ture in China we have to differ-entiate between Chinese com-panies and subsidiaries of west-ern companies in China (MNC).Both have different manage-ment cultures and the employ-ees that work for the one or theother have to adapt to these cul-tures (see picture).Company cultures of the MNC isdominated by the headquarterand the culture of the countrythe headquarter is based in. Insome parts this is adapted to theChinese culture but the coreusually comes from the head-quarter and it’s country of origin.Leadership culture is largely dri-ven by the company culture. Intimes of global strategies andHR instruments this leads toMNC’s originating from westerncountries largely implementingwestern leadership cul-tures.When implementing lead-ership programs in MNC’s inChina one aspect is in trainingleadership skills in general butanother aspect is in training theleadership culture coming fromthe origin country implying e.g.different ways of communica-tion, of developing people, ofdemonstrating leadership. Seethe table on the next page.Generally one can say that thereis a global consensus of whatmodern successful traits of lea-dership are.The main descriptors that cometo mind are:
 Common Values and goals
 Motivated employees work-ing in strong teams
 Innovation
 Learning organization
 Social responsibility
Katrin Braun
Managing DirectorMTI ManagementConsulting (Beijing)Company Limited; ChinaMACHWÜRTH TEAMINTERNATIONAL
Culture ChinesecompaniesCulture in MNC’sIn China

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