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


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.


leadership development learning China India 



The Center for Creative Leadership gratefully acknowledges the Singapore Economic Development Board for their support of the China and India studies reported this article.


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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

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