Industrial and Organizational Psychology, Vol. 3, No. 1, pp. 52-55, 2010
4 Pages Posted: 1 Mar 2010
Date Written: February 27, 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.
Keywords: Leadership development, International management, Management Education
Suggested Citation: Suggested Citation
Wilson, Meena and Yip, Jeffrey, Grounding Leader Development: Cultural Perspectives (February 27, 2010). Industrial and Organizational Psychology, Vol. 3, No. 1, pp. 52-55, 2010. Available at SSRN: https://ssrn.com/abstract=1560611