Leadership in the Asia Pacific
A Global Research Perspective
This book examines the vital nature of the subject of leadership in Asia and looks, in particular, at the processes and practices within the Asia Pacific region. It describes how leadership processes differ across various regions and teaches managers how to better employ these processes in order to improve the success of their organisations. The work moves beyond looking only at Western ideas and explores further leadership perspectives based on differing cultural foundations. It considers the influences of Confucianism, Daoism, Mohism and Legalism and also reflects the character of different leadership styles, such as paternalistic, benevolent transactional and transformational styles, as well as authentic and entrepreneurial approaches. Throughout the text, a wide range of international contributors adopt an array of leadership and other theories, cases, sectors and methods to discuss leadership in Asia.
This book was originally published as a special issue of the Asia Pacific Business Review.
Table of Contents
Forward by Dr. Richard C. Helfer
Forward by Professor Gordon Redding
Forward by Professor Geert Hofstede
1.Introduction: setting the scene for leadership in Asia Chris Rowley and Dave Ulrich
2. Confucian foundations to leadership: a study of Chinese business leaders across Greater China and South-East Asia Paul McDonald
3. The leadership philosophy of Han Fei Morgen Witzel
4. Entrepreneurial leadership and context in Chinese firms: a tale of two Chinese private Enterprises Catherine L. Wang, Ding Ding Tee and Pervaiz K. Ahmed
5. Leadership and culture in Asia: the case of Malaysia Uma Jogulu and Lesley Ferkins
6. The Japanese global leadership challenge: what it means for the rest of the world J. Stewart Black and Allen J. Morrison
7. Using Chinese managerial values to win the war for talent Nandani Lynton and Schon Beechler
8. Authentic leadership theory development: theorizing on Chinese philosophy Haina Zhang, André M. Everett, Graham Elkin and Malcolm H. Cone
9. The impact of ‘learning’ and ‘leadership’ management styles on organizational outcomes: a study of tyre firms in Thailand Jonathan Michie and Vissanu Zumitzavan
10. The influencing mechanisms of paternalistic leadership in Mainland China Min Wu, Xu Huang and Simon C. H. Chan
11. The effect of cultural modelling on leadership profiling of the Cambodian manager Christopher Selvarajah, Denny Meyer and Dy Davuth
12. Conclusion: lessons learned and insights derived from leadership in Asia Chris Rowley and Dave Ulrich
Professor Chris Rowley is Director of the Centre for Research in Asian Management at the Cass Business School, City University, London, UK. He is also Director of Research and Publications at the HEAD Foundation, Singapore. Previous publications include, The Changing Face of Management in China (2009) and HRM: The Key Concepts (2009)
Professor Dave Ulrich is Professor in the Ross School of Business at the University of Michigan, USA and Partner at the RBL Group, USA, a consulting firm focused on helping organizations and leaders deliver value. He studies how organizations build capabilities of leadership, speed, learning, accountability, and talent through leveraging human resources. Previous publications include Asian Leadership (2010) and The Why of Work (2010).