Grounding Leader Development: Cultural Perspectives
Center for Creative Leadership (India)
Boston University - School of Management
February 27, 2010
Industrial and Organizational Psychology, Vol. 3, No. 1, pp. 52-55, 2010
In 2006, the Center for Creative Leadership embarked on a series of studies on leadership development in Asia, replicating McCall’s study of managers in the United States (McCall, Lombardo, & Morrison, 1988). All the interviews were conducted in country-based or homegrown organizations. As in the original research, the studies in India, China, and Singapore also revealed the same five broad categories of experience: challenging assignments, developmental relationships, hardships, coursework and training, and personal experience. But cross-country comparisons, which included data from the United States, showed that the event categories are weighted differently, new event types emerge, and other event types are absent (Yip & Wilson, 2010). Rather than providing clear-cut solutions about leadership development, the findings provoked us into asking further questions.
Number of Pages in PDF File: 4
Keywords: Leadership development, International management, Management EducationAccepted Paper Series
Date posted: March 1, 2010
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