An exploratory study of global leaders' and Chinese managers' leadership constructs in multinational corporations in China

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dc.contributor.advisor Turnbull James, Kim
dc.contributor.advisor Denyer, David
dc.contributor.advisor Bailey, Catherine Wang, Lake 2012-09-12T13:31:59Z 2012-09-12T13:31:59Z 2012-03
dc.description.abstract This research explores the leadership constructs of global leaders and Chinese managers in multi-national corporations (MNCs) in order to understand whether their constructs are misaligned, and if so, in what ways. To address these questions, data was gathered via repertory grid test interviews with 31 global leaders and 59 Chinese managers in six MNCs’ China organizations. Analysis subsequently revealed that global leaders rely upon twelve key constructs to define global leadership capability and potential. These are: creative, drive to improve, communication skill, collaborative style, charisma, professional knowledge and experience, visionary, cross culture, flexibility, confidence, team development and emotional intelligence. Crucially however, half of the global leaders’ key constructs were not identified as important to Chinese managers; furthermore, most of the missing constructs resonate with charismatic and transformational leadership characteristics, indicating a gap between the two groups’ leadership concepts. Subsequently, both groups of leaders’ leadership constructs were compared with their respective companies’ Leadership Competency Frameworks. The results again revealed gaps, suggesting reliance upon headquarter-developed leadership frameworks to communicate leadership expectations and develop local leaders is either deficient, or inappropriate. The global leaders and Chinese managers’ perspectives on Chinese managers’ career barriers were also explored, with the evidence indicating that perceptions of both groups are influenced by their own cultural assumptions. As the global leaders’ perspectives aligned with their own leadership constructs but Chinese managers were not aware of the importance of those constructs, it seems to support the contention that a bias may exist when global leaders evaluate Chinese managers’ leadership capability and potential. en_UK
dc.language.iso en en_UK
dc.publisher Cranfield University en_UK
dc.rights © Cranfield University 2012. All rights reserved. No part of this publication may be reproduced without the written permission of the copyright owner. en_UK
dc.subject Leadership Constructs en_UK
dc.subject Global Leadership en_UK
dc.subject Cross Cultural leadership en_UK
dc.subject China en_UK
dc.subject Leadership Competency Framework en_UK
dc.subject Repertory Grid Test en_UK
dc.title An exploratory study of global leaders' and Chinese managers' leadership constructs in multinational corporations in China en_UK
dc.type Thesis or dissertation en_UK
dc.type.qualificationlevel Doctoral en_UK
dc.type.qualificationname DBA en_UK

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