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| Title: | 中國與亞洲之領導
Leadership in China and Asia |
| Authors: | 蘇永漢
Severin, Mark |
| Contributors: | 曾穗鋒
Tseng, George
蘇永漢
Mark Severin |
| Keywords: | 平衡
個人主義與集體主義
台灣領導風格
中國領導風格
含蓄的
balance
collectivism vs individualism
Leadership in Taiwan
leadership in China
implicit |
| Date: | 2015 |
| Issue Date: | 2016-02-03 12:08:39 (UTC+8) |
| Abstract: | This thesis is divided in three main parts. It is overall designed to give a better understanding of leadership in China and Asia. This work mentions Leadership methods used, as well as cultural aspects related to the different practices. The first part is made to give basic notions related to leadership in Asia. Important leadership concepts such as the effective leadership, some cultural aspects such as relationships in Asia and their management, the paternalistic way, and implicit leadership are introduced. The part also contains notions about organizational change and leadership strategy including the task integration strategy, the behavioral integration strategy, transactional and transformational leadership. This part is introductory and provides a basic knowledge about elements needed for leadership in Asia.
The second part is dedicated to important concepts about leadership in China specifically, and this with comparisons to Western practices. This part contains important elements to know for people willing to have leadership positions in China. Some important cultural Chinese aspects are mentioned here in order to have a better understanding about why some leadership practices are the way they are. Even if this work is more China focused, other Asian examples are taken in the last part.
The third part is about examples of leadership in different Asian countries. For this research, the following countries have been selected: Taiwan, Malaysia, Singapore, Thailand, Indonesia and Philippines. Even if this work is more focused on the Chinese world, having a look at other Asian countries might be useful to realize that some elements might have similarities to Chinese culture, some less.
MASTER’S THESIS TITLE PAGE 1
ACKNOWLEDGEMENTS 3
ABSTRACT 4
INTRODUCTION 9
WHAT IS EFFECTIVE LEADERSHIP? 9
RELATIONSHIPS IN ASIAN PERSPECTIVE 10
THE PATERNALISTIC WAY 11
IMPLICIT LEADERSHIP & RELATIONSHIP MANAGEMENT 13
ORGANIZATIONAL CHANGE AND LEADERSHIP STRATEGY 15
TASK INTEGRATION STRATEGY 16
BEHAVIORAL INTEGRATION STRATEGY 16
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP 16
EVENT MANAGEMENT & LEADERSHIP TEAM 18
CULTURAL VALUES ROLE IN MANAGEMENT OF CONFLICT 20
EVENT MANAGEMENT AND LEADERSHIP STYLES 20
BUSINESS LEADERSHIP IN CHINA 21
CHINA AND ITS SPECIFIC LEADERSHIP NEEDS 22
COMPARISON BETWEEN PHILOSOPHICAL AND CULTURAL FOUNDATIONS OF WESTERN AND CHINESE LEADERSHIP 23
Western: 23
Chinese: 25
SPECIAL LEADER COMPETENCIES IN CHINA 29
LEADING FROM THE HEART: 33
Heart leadership examples: 33
HUMAN RESOURCE TRENDS IN CHINA 34
TRUTH VERSUS COURTESY 36
TRUST 37
EMPOWERMENT VS HIERARCHY 40
INDIVIDUALISM VS COLLECTIVISM 42
MAN VS THE LAW 44
Corruption. 46
INNOVATION AND RISK-TAKING 48
DECISION-MAKING 50
EMPLOYEE MOTIVATION – HOW TO INFLUENCE IT? 52
TEAMWORK 55
EXECUTIVE’S REWARDING IN CHINA 57
EXECUTIVE COACHING 59
AN EXAMPLE OF CHINESE LEADERSHIP PROGRAM 59
THE PATH FROM A CHINESE MANAGER TO A GLOBAL LEADER 60
TO CONCLUDE ABOUT LEADERSHIP IN CHINA 62
TAIWANESE ENTERPRISES AND THEIR LEADERSHIP 63
LEADERSHIP AND FAMILISM 63
QĪN XÌN(親信) RELATIONS AND LEADER IN TAIWANESE ORGANIZATIONS 65
FIGURE 1: RELATIONSHIP BETWEEN PATERNALISM, LEADERSHIP STYLE AND LEADERSHIP EFFECTIVENESS 67
ORGANIZATIONAL LEADERSHIP IN MALAYSIA 67
MALAYSIAN LEADERSHIP PREFERENCES: 68
ORGANIZATIONAL LEADERSHIP IN MALAYSIA 69
FIGURE 2: NT TO P STYLE AS A FUNCTION OF PREFERENCE FOR RELATIONSHIP AND HIERARCHY (ADAPTED FROM SINHA, 1994) 71
AN EYE ON SINGAPORE 71
AN EYE ON THAILAND 73
THE PSYCHOLOGICAL THEORY OF MORAL AND WORK BEHAVIORS IN THAI PEOPLE: 74
FIGURE 3: PSYCHOLOGICAL THEORY OF MORAL AND WORK BEHAVIORS 75
FIGURE 4: INTERPRETATION OF FIEDLER’S CONTIGENCY THEORY OF LEADERSHIP EFFECTIVENESS SHOWING THE “RIGHT” GROUP FOR THESE TWO TYPES OF LEADERS 77
TABLE 1 COMPARING TRANSACTIONAL AND TRANSFORMATIONAL LEADERS 78
INDONESIA AND PHILIPPINES 79
TABLE 2: PROFILE OF PHILIPPINE NATIONAL CULTURE VERSUS SELECTED WESTERN COUNTRIES 80
FIGURE 5: DIAGRAM SHOWING THE CONTRASTS IN ORIENTATION OF WESTERN-EDUCATED MANAGERS AND FILIPINO WORKERS (SOURCE JOCARNO, 1990) 81
TABLE 3: TRAITS OF MANAGERS THAT ARE LIKED BY FILIPINO WORKERS 82
TABLE 4: TRAITS OF MANAGERS WHICH FILIPINO WORKERS DO NOT LIKE 83
FIGURE 6: LEVELS OF FILIPINO SOCIAL INTERACTION WITH INCREASING RAPPORT 84
CONCLUSION: 84
REFERENCES: 86 |
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| Description: | 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
103933042 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0103933042 |
| Data Type: | thesis |
| Appears in Collections: | [國際經營管理英語碩士學程IMBA] 學位論文
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