Globalization of leadership development an empirical study of impact on German and Chinese managers /
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 ex...
| Main Author: | Wang, Jingjing (Consultant), |
|---|---|
| Other Authors: | SpringerLink (Online service) |
| Format: | eBook |
| Language: | English |
| Published: |
Wiesbaden :
Springer Gabler,
[2014]
|
| Physical Description: |
1 online resource (xxxiv, 426 pages) : illustrations. |
| Series: |
Internationale Wirtschaftspartner.
|
| Subjects: |
Management
-- China.
|
| Summary: |
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 r. |
|---|---|
| Item Description: |
"Dissertation University of Bayreuth, 2014." Includes bibliographical references. Foreword; Preface; Contents; List of Abbreviations; List of Figures; List of Tables; 1. Introduction; 1.1. Research Rationale; 1.2. Aims of the Study; 1.3. Line of Action; 2. Effective Leadership and Cross-Cultural Variation; 2.1. Leadership -- a Global Phenomenon; 2.2. The State of Leadership Theories; 2.3. Leader Versus Manager; 2.4. Cross-Cultural Leadership Research; 2.4.1. Generalizability of the Western Leadership Theories; 2.4.2. Development of Cross-Cultural Leadership Research; 2.5. Values as an Indicator of Societal Culture and Two Examples of Values; 2.5.1. Rokeach Values. 2.5.2. Schwartz Values2.6. Examples of Varied Effective Leadership Practice; 2.7. Full Range Leadership Model -- a Universal Perspective; 2.7.1. Transformational and Transactional Leadership; 2.7.2. Further Development to a Leadership Model; 2.7.3. The Universality of the Full Range Leadership Model; 2.8. Chinese Culture and Leadership; 2.8.1. Chinese Culture; 2.8.2. Leadership Made in China; 2.9. German Culture and Leadership; 2.9.1. German Culture; 2.9.2. Leadership Made in Germany; 2.10. Empirical Comparison between China and Germany; 2.10.1. Findings Based on Schwartz's Cultural Values. 2.10.2. Findings Based on the GLOBE Study2.11. Cultural Convergence, Divergence or Crossvergence; 3. Learning Approaches for Leadership Development Programs; 3.1. Instructional Learning; 3.2. Constructivist Learning; 3.2.1. Baseline of Constructivism; 3.2.2. Constructivist Approaches; 3.2.3. Constructivist Principles for Adult Education in Germany; 3.3. Constructivist Principles for Chinese Learners; 3.3.1. How Chinese Learners Learn; 3.3.2. Applicability of Constructivist Principles for Chinese Learners; 4. Impact of Leadership Development Programs. 4.1. Measurement of Programs' Impact and Transfer4.1.1. Kirkpatrick and Alliger et al.'s Measurement Model; 4.1.2. Baldwin and Ford's Transfer Process; 4.1.3. Burke and Hutchins' Affecting Variables; 4.1.4. Holton's Learning Transfer Diagnostic Model; 4.2. Effectiveness of Development Programs; 4.2.1. Effect Size as an Effectiveness Index; 4.2.2. Magnitude of Effectiveness; 5. Multi-Perspective Rating; 5.1. Multi-Perspective in Performance Ratings and Explanations; 5.1.1. Low Convergence of Multi-Raters; 5.1.2. Affecting Factors in Multi-Perspective Ratings. 5.1.3. Socio-Culture as a Factor Affecting Raters5.2. Multi-Perspective in Training Effect Size; 6. A Global Leadership Development Program and Research Assumptions; 6.1. The Global Leadership Development Program (GLDP); 6.1.1. The Contents of the GLDP; 6.1.2. The Learning Approaches of the GLDP; 6.1.3. Process and Learning Goals of the GLDP; 6.2. Needs Analysis in China A Qualitative Analysis; 6.3. Identification of Research Topics and Development of Hypotheses; 6.3.1. Category A: Values of German and Chinese Leaders; 6.3.2. Category B: Effective Leadership in Germany and in China. 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 r. |
| Physical Description: |
1 online resource (xxxiv, 426 pages) : illustrations. |
| Bibliography: |
Includes bibliographical references. |
| ISBN: |
9783658068646 3658068647 |