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    Leadership in Asia

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    72 views38 pages

    7 Myth of Leadership Development in Asia

    Uploaded by

    azrulfadjri
    Leadership in Asia

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    of 38
    human hip institute 7 MYTHS OF LEADERSHIP DEVELOPMENT IN ASIA C-SUITE aDvisoRY 2016 About Us 7, human 3" capital 3,5 leadership {VS institute HUMAN CAPITAL LEADERSHIP INSTITUTE “The Human Capital Leadership Isiute (1HCLI isan aggregator and neta player Inthe human cpt eosstem. HCL fers the niu abit ringtone ‘utp perepestives and wise from busines, government nd cadena llering, thought ership ad isp on understanding Ss, succesful doing business ImAsiand simpleton on deri and human capital strategies fo sia. ‘Thrngh ie eft te Intute mst develop bl ears with strong Understanding eadingin Asi aswel aso alld Asian leaders withthe ality to fend on theo sage HCL ia sete alliance btn the Singapore Misty of Manpower (MOM, Singapore Econemie Development Board (EDB) and Singapore Matagement ninety (0, or more information, please vit tory Wid i Contents ‘ity SHOULD FOCUS ON-ASIA? [MYTHS AROUND GLOBAL LEADERSHIP DEVELOPMENT MUTI: tis mor dic for Asian odes ta suse in global leadership roles MYTH 2: Organisation ned one uniform ppc to develop ‘haba lade seo diferent counter ‘MTs: Development of ll Asn lent can be nanaged by aloha HR MYTH: Asian eerste hander f tain, room and develop forqlbal deri oes MYTHS: cob organisations are commited to developing the Asian eadership pipeline [MYTH Asan high potas wl get notin stomatal nd ‘vetunly assume enership roles, MYTH 7: Sending expats to run busines operations in Asa will ‘sole the leadership pipeline problem ‘CONCLUSIONS CU PLATFORMS & HCUI RESOURCES ai aad ddd Dealing with oa markets ten acd stop competton or gud talent, bth ‘expatriate ad increasingly al: high tarnovers and sal let pol Compaies bo need oe agile so eomforableaduning to an ambiguous and uncertain ‘nvtomment in Asi. Interestingly, earch shows tat gba comps ind {thard to hire senior lars oa because they ae looking fr emploses ust Tike the ones they have at home, bead on triton el sets denna schiewenents. Successful compates instead sre to teste cone ‘whieh cleats eal alent ‘The formation of ASEAW Beonomic Community (AEC) may farther complicate talent dynamics in the eon Some countries may benefit fom a fre ow ot Inhour while the countries may strug duet talent oto. While glo ‘onanistions wth mature TR processes nd pan-ASEAN presence may benefit {fom incremental veces totale pool lal fr nd sl ad medusa entrpies (SMEs) prt mn el he est Leadership pipeline stregth wl remain central ogo agains succes in Asia. HCLTs Talent Sure) 2015 highlight that endership development and “succession management theo titel pony for tee oof or sor "eional and lal Hi ender Asa gohal or regional leader, you should be asking yours the flowing auestions: 1. Hove portant Asa to my organisation? 2 Dol haveanough le that understands Asa? DoT know how to develop Asin talent for lb les? eevee eae ee ae Myths Around Global Leadership Development ‘demand for regina busines leaders they aot aed wilh an gully ‘ough ealenge of geting itera ifr sob leadership fo lining talent management and development approaches to the ea eotent. Regional HR Ieaders opine that they offen ave to pay the rol of myth busters for aa leadership to dispel misconceptions aroun eapily gp i Asa and best §pproches to develop ea talent. These mts may entre ard the rl ofthe sb funtion, fort required to make sian leaders" lbal-ready, eof ‘xp and comatinent of loa organizations o develo Avia eer, ‘Human Capital Leadership tnstate (HCL) ple regionsl and loa HR lenders to eat Ley nyt they veto del wth they develop abl Aa lade ‘elongation The op seven mt rr he survey are ighlighte on ge ‘The subsequent sections of this C Suite Adiory 216 unpacks the seven mths, resents CLI research to counter the misconceptions and highlghts the ea 1a ‘ton, each section lo inches xmpeling eal for acto fo senor eo A globlleaders. g ' HR functions in Asi rantalyty to kop pace with an events TT ee eee eee eel we Itis More Difficult for Asian Leaders to Succeed in Global Leadership Roles @ Facts ‘Theresa spit vrdicton the lstibood of suas of Asan oars in plobal oe. zois HCL survey git that one wo eon HR aden ft hat Asa leaders nit ard tosuceed nobel roles. Grape shows that whe 57% of survey respondents ereed that Asn ade find it more dif osoeeed in "bal roles, te blance ether dsogred or had net pinion sn eer are Perhaps ona ily to sucosdn slob ols as ads om othe eons tate owed ga es ae | HUMAN ‘The Ham inthe snutipl pe] though indsinsn Throvght sander enon the etic Singer Universi Formorei Some countries in Asi, particlar India, ae socesul exporters of gobel CEOs, ‘This seems to stem from the ft that din ade are more comfortable with buy ad end to sap wel in foreign utr HICL eseare suggests three ‘alitesofefctive cose bode leaders (Gzapie 2) it scorfrt: Sac qa ado Seem to nots tolerate ‘taco bu embrace They donot et ambit eiple them. send they soe the nod oa decry even without possessing complete knowledge ‘the vation + Jaco rele ling: Relationship aiding important “re basins growth across borders espera ode and ul "tionships wth inter partners on both ies of the headqeater HQ) nel slat vide in nde to asta champion the lal ogists ous + Authentic adopttion: Wile crossbar leaders shoul learn to adap their ‘setuvour, thy shoal say ahenti to tet clr os, Completely “simating ino another ature robs loa leader of her gue ‘ieenitore and value other onpisatos. \ a A Aa Aaa {Contrary to conventional ie goal organisations tnd to be ery homogenous at {he sein leader eve which its the opportunites for Aus leaders to ake ‘om ghbal ladership roles o 209, the nidence of non-native CEOs inthe Fort ‘lobl 500 was on 13% Companies wih on-natie CEOs ae on average, likely to have one-half ther tp management eam members be aon tive of ‘oregn, compare to only oe teu in companies with ative CEOS. As Graph ‘tae, there ar mite global leadership opportunites fr Asan lenders, rm 2 shrot Foren cEO an To Magnan om fartin S0Campes Q@REALITY global eaderlp oes, Asian lenders an be atest 8 succes as Western leaders. However, there ae constants round loa lesersip opportunites for Asan leaers because larg eaterpises end tobe hemogenons the senior eideship ew eT dd aka wm Organisations Need One Uniform Approach to Develop Global Leaders Across Different Countries @ Facts Countries in sia vary widely n hi capability to develop tate Owing to wide ‘economic disparity, Asan countinmny look ey diferent inter ofthe alent ‘competes According to the Globo! Talent Conpettveness des (GTCD) 2015-6, talent competitiveness chosly cores to wealth Not supesingly, "ch eounres ed tha beter niente, anda eter iit to tract foeen {alent through beter quai of ifead higher emaneraton, Grape 2 highlights the talent competitiveness scares of Asin counties viv thet goss domestic rodct (GDP) per capita, GTCL scores ased ona oats bl to rete an ‘vironment to develop talent aswell as thelr capacity to trac, ow and ela {alent Te inde ao measures he quality of abour, rato ad managerial ‘sks rable Talent development egurements may thereon ok ery ierent In Singapore, which alent met," versus the Pillppines, Thala and Indonesia whch may have concerts around enabling infstractre apd the abity tosttset grow and resin let In addion to varying tent competitiveness, adersia various countries in Asia ay look diferent in terms of thei capbiitis and attributes, HCL Leadership “Mosais ers Asa research points out that deo varying socio-cultural and {eloseonomic environments in diferent count, leaders ay ave varied ‘apts partulry with respect other apetite for Hs, elationship Duldingcomsunistio, artim and adaption sl ornare, while ‘Singapore leader may excel nie bt to ein excoute a project he ‘hay lack the abit to wrk eectiney ina VUCA ate uneetin, complex ll anbighous)envromeat On the contrary, an ldonesian leader maybe more Sees THROM OO MOHD AH THM OH oH oa i i al id adi fen in dealing with ambiguity, while he may lek exertion esse A Thal or 8 Japanese leader tay benoe stestomed to earch tht a dian ae, ‘sho be tough and inovative but nd hard a bul meaning relationships {Stork Grphie 22 highlights key atts of leaders of diene nationalities wrihin Ae Grape 2 shows that eon HR leaders opine that cal framework (compared toastandand Western’ famewoek)ismore efctive is developing lobe Asa leadership ae. iagtodversiy in economic development aswell as oie i, ropesiveenferpeses tweak heir tle management prnces to crete Obst Asin leadership pipeline ‘Organisations may ned to tweak their alent attraction, development and retention tos to masse ets on hi ative nA eae F) Development of Global Asian Talent can be Managed by Global HR @ Facts ogiona 1 neds toed the ola adersin development initiative. While ‘Boba HR at needs to be conse to design and exelent development Inte Asi, eon! heals of HR auton ht il eam sald et sk on ‘the premise that“ knows bes" espe global nts dont ein wel. ‘wth leone, For example, performance management stem developed in the Anglo-Saon

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