Globalization of Leadership Development

1. Front Matter

   Pages I-XXXIV

   PDF

2. Introduction

   • Jingjing Wang

   Pages 1-8

3. Effective Leadership and Cross-Cultural Variation

   • Jingjing Wang

   Pages 9-71

4. Learning Approaches for Leadership Development Programs

   • Jingjing Wang

   Pages 73-93

5. Impact of Leadership Development Programs

   • Jingjing Wang

   Pages 95-113

6. Multi-Perspective Rating

   • Jingjing Wang

   Pages 115-122

7. A Global Leadership Development Program and Research Assumptions

   • Jingjing Wang

   Pages 123-147

8. Methods of the Study

   • Jingjing Wang

   Pages 149-166

9. Cross-Cultural Equivalences

   • Jingjing Wang

   Pages 167-197

10. Core Results

    • Jingjing Wang

    Pages 199-230

11. Discussion and Implication

    • Jingjing Wang

    Pages 231-249

12. Back Matter

    Pages 251-426

    PDF

It is generally understood that some effective leadership behaviors of Chinese managers differ from those of Western managers. It has also been debated controversially whether Chinese learners can benefit from Western learning approaches. Taking these two aspects into consideration, Jingjing Wang examines whether a global leadership development program from Western countries has as much impact on Chinese managers as on Western managers. She conducts the empirical study within one global corporation originating from Germany and the data were collected from Germany and China. Based on the core results of the study, implications for the globalization of leadership development are discussed.

• Chinese
• Cross-Culture
• Impact
• Leadership
• Leadership Behavior

• Lehrstuhl für BWL IV, Universität Bayreuth, Bayreuth, Germany

  Jingjing Wang

Dr. Jingjing Wang received her Ph.D. at the faculty Human Resources Management and Leadership at the University of Bayreuth. Currently she works as a trainer and consultant for the Corporate Academy of a car manufacturer in Stuttgart.

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