Asian Business & Management

, Volume 12, Issue 4, pp 455–476 | Cite as

Learning to lead: A comparison of developmental events and learning among managers in China, India and the United States

  • Ellen Van Velsor
  • Meena Wilson
  • Corey Criswell
  • N Anand Chandrasekar
Original Article

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.

Keywords

leadership development learning China India 

References

  1. Baltes, P. and Staudinger, U. (1999) Lifespan psychology: Theory and application to intellectual functioning. Annual Review of Psychology 50 (1): 471–508.CrossRefGoogle Scholar
  2. Bell, A. (2006) Leadership Development in Asia-Pacific: Identifying and Developing Leaders for Growth. New York: Conference Board. Research Working Group Report.Google Scholar
  3. Day, D., Harrison, M. and Halpin, S. (2009) An Integrative Approach to Leader Development: Connecting Adult Development, Identity, and Expertise. New York: Taylor & Francis.Google Scholar
  4. Douglas, C. (2003) Key Events and Lessons for Managers in a Diverse Workforce. Greensboro, NC: Center for Creative Leadership.Google Scholar
  5. Flanagan, J. (1954) The critical incident technique. Psychological Bulletin 51 (4): 327–358.CrossRefGoogle Scholar
  6. Greenlee, J.C. (2008) Lessons of experience for community college leaders. Doctoral dissertation, North Carolina Agricultural and Technical State University, Greensboro, NC.Google Scholar
  7. Haghirian, P. (2008) Understanding Japanese Management Practices. New York: Business Expert Press, LLC.Google Scholar
  8. Hou, W.C. (2010) Developing Asia’s corporate leadership: Challenges and moving forward. In D. Ulrich (ed.) Leadership in Asia. New York: McGraw-Hill, pp 40–52.Google Scholar
  9. House, R.J., Hanges, P.M., Javidan, M., Dorfman, P. and Gupta, V. (2004) Culture, Leadership and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage.Google Scholar
  10. Huang, D. (2010) Leadership in China: Challenges and practice. In D. Dotlitch, P. Cairo, S. Rhinsmith and R. Meeks (eds.) The 2010 Pfeiffer Annual: Leadership Development. San Francisco, CA: John Wiley and Sons, pp 59–71.Google Scholar
  11. IBM Global Business Services. (2008) Unlocking the DNA of the Adaptable Workforce: The Global Human Capital Study 2008. Armonk, NY: IBM.Google Scholar
  12. Lam, L., Huang, X. and Lau, D. (2012) Leadership research in Asia: Taking the road less traveled? Asia Pacific Journal of Management 29: 195–204.CrossRefGoogle Scholar
  13. Leung, K. (2012) Indigenous Chinese management research: Like it or not, we need it. Management and Organization Review 8 (1): 1–5.CrossRefGoogle Scholar
  14. Li, P., Leung, K., Chen, C. and Luo, J. (2012) Indigenous research on Chinese management: What and how. Management and Organization Review 8 (1): 7–24.CrossRefGoogle Scholar
  15. Lit, L. (2010) Leadership challenges in the transformation of healthcare. In D. Ulrich (ed.) Leadership in Asia. New York: McGraw-Hill, pp 181–197.Google Scholar
  16. Lohr, S. (1982) How job rotation works for Japanese. New York Times 12 July, Section D, p. 1, http://www.nytimes.com/1982/07/12/business/how-job-rotation-works-for-japanese.html, accessed 23 January 2013.
  17. Lyness, K., Eckert, R., Sywulak, L., Ruderman, M. and Gentry, W. (2012) Culture and managerial careers: A study in five European countries. Paper presented at Society for Industrial and Organizational Psychology Annual Meeting, 26–28 April, San Diego, CA.Google Scholar
  18. McCall, M. and Hollenbeck, G. (2002) Developing Global Executives: The Lessons of International Experience. Boston, MA: Harvard Business School Press.Google Scholar
  19. McCall, M., Lombardo, M. and Morrison, A. (1988) The Lessons of Experience: How Successful Executives Develop on the Job. Lexington, KY: Lexington Books.Google Scholar
  20. McCauley, C., Kanaga, K. and Lafferty, K. (2010a) Leader development systems. In E. Van Velsor, C. McCauley and M. Ruderman (eds.) The Center for Creative Leadership Handbook of Leadership Development. 3rd edn. San Francisco, CA: Jossey-Bass, pp 29–62.Google Scholar
  21. McCauley, C., Van Velsor, E. and Ruderman, M. (eds.) (2010b) Introduction: Our view of leadership development. In: The Center for Creative Leadership Handbook of Leadership Development 3rd edn. San Francisco, CA: Jossey-Bass, pp 1–28.Google Scholar
  22. Morrison, A., White, R. and Van Velsor, E. (1987, 1991) Breaking the Glass Ceiling: Can Women Make it to the Top of America’s Biggest Corporations? Reading, MA: Addison Wesley.Google Scholar
  23. Moxley, R. and Pulley, M. (2004) Learning from hardships. In C. McCauley and E. Van Velsor (eds.) The Center for Creative Leadership Handbook of Leadership Development. 2nd edn. San Francisco, CA: Jossey-Bass, pp 183–203.Google Scholar
  24. Palrecha, R., Spangler, W. and Yammarino, F. (2012) A comparative study of three leadership approaches in India. Leadership Quarterly 23 (1): 146–162.CrossRefGoogle Scholar
  25. Pande, G. (2010) Leadership challenges, opportunities and strategies for new Asia: The TCS approach. In D. Ulrich (ed.) Leadership in Asia. New York: McGraw-Hill, pp 211–227.Google Scholar
  26. Schneider, S.C. and Barsoux, J.-L. (2003) Managing Across Cultures. Upper Saddle River, NJ: Prentice Hall.Google Scholar
  27. Shipper, F., Hoffman, R. and Rotondo, D. (2007) Does the 360 feedback process create actionable knowledge equally across cultures? Academy of Management Learning and Education 6 (1): 33–50.CrossRefGoogle Scholar
  28. Shyamsunder, A., Anand, S., Punj, A. and Shatdal, A. (2011) Leadership development in organizations in India: The why and how of it (Parts 1 and 2). Vikalpa 36 3 (4): 61–132.Google Scholar
  29. Sinha, J. (1995) The Cultural Context of Leadership and Power. New Delhi: Sage.Google Scholar
  30. Smith, P. (2010) The right leaders in place in Asia: The right future leaders in the pipeline. In D. Ulrich (ed.) Leadership in Asia. New York: McGraw-Hill, pp 130–152.Google Scholar
  31. Van Velsor, E. and Hughes, M. (1991) Gender Differences in the Development of Managers. Greensboro, NC: Center for Creative Leadership.Google Scholar
  32. Van Velsor, E., Criswell, C., Puryear, K. and Hollenbeck, N. (2011) Learning Leadership in the Military: Key Developmental Events and Lessons from Senior Military Officers. Greensboro, NC: Center for Creative Leadership.Google Scholar
  33. Whetten, D. (2009) An examination of the interface between context and theory applied to the study of Chinese organizations. Management and Organization Review 5 (1): 29–55.Google Scholar
  34. Williamson, C. (2010) Paradigm shift: From law enforcement management to law enforcement leadership. PhD dissertation, North Carolina Agricultural and Technical State University, Greensboro.Google Scholar
  35. Wilson, M. (2008) Developing Future Leaders For High-Growth Indian Companies: New Perspectives, White Paper Greensboro, NC: Center for Creative Leadership.Google Scholar
  36. Wilson, M. (2010) Developing Tomorrow’s Leaders Today: Insights from Corporate India. Singapore: Wiley and Sons (Asia).Google Scholar
  37. Works Institute Recruit Company. (2001) The Lessons of Experience in Japan: Research Report. Tokyo: Work Institute Recruit.Google Scholar
  38. Wright, P. (2010) Global leadership practices among large multinational companies: How Asia compares. In D. Ulrich (ed.) Leadership in Asia. New York: McGraw-Hill, pp 81–107.Google Scholar
  39. Zhang, Y., Chandrasekar, A. and Wei, R. (2009) Developing Chinese Leaders in the 21st Century, White Paper Greensboro, NC: Center for Creative Leadership.Google Scholar
  40. Zhang, X. et al. (2012) Understanding indigenous leadership research: Explication and Chinese examples. Leadership Quarterly 23 (6): 1063–1079.CrossRefGoogle Scholar

Copyright information

© Palgrave Macmillan, a division of Macmillan Publishers Ltd 2013

Authors and Affiliations

  • Ellen Van Velsor
    • 1
  • Meena Wilson
    • 2
  • Corey Criswell
    • 3
  • N Anand Chandrasekar
    • 2
    • 4
  1. 1.Center for Creative LeadershipNCUSA
  2. 2.Center for Creative LeadershipIndia
  3. 3.Center for Creative LeadershipCOUSA
  4. 4.Center for Creative LeadershipSingapore

Personalised recommendations