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    政大典藏 > College of Commerce > International MBA > Theses >  Item 140.119/81190


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/81190


    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:[International MBA] Theses

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