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Globalization of Leadership Development

An Empirical Study of Impact on German and Chinese Managers

  • Book
  • © 2015

Overview

Authors:
  1. Jingjing Wang

    1. Lehrstuhl für BWL IV, Universität Bayreuth, Bayreuth, Germany

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  • Publication in the field of economic sciences
  • Includes supplementary material: sn.pub/extras

Part of the book series: Internationale Wirtschaftspartner (INWI)

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Table of contents (10 chapters)

  1. Front Matter

    Pages I-XXXIV
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  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
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Keywords

About this book

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.

Authors and Affiliations

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

    Jingjing Wang

About the author

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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