Business Leadership in China E-Book

Frank T. Gallo

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 393

Veröffentlichungsjahr: 2011

Beschreibung

In this revised edition of Frank Gallo's best-selling book, the author brings the story of leadership in China right up to date. With new material on Chinese leadership styles and the challenges of going global, the book is ideal for any international manager who wants to better understand how to blend the best practices of Western leadership with traditional Chinese wisdom. The content comes from a combination of English and Chinese literature, interviews with practicing executives in China as well as the author's own experience as a leader in China. Dr. Frank Gallo, the Greater China Chief Leadership Consultant for Hewitt Associates, offers sage advice on effective leadership practices for the China market. His key areas of focus include: * the unique challenge and complex issues of leading a firm or division in China * major areas of cultural differences such as teamwork, decision-making and * employee motivation, between Chinese and Western business practices * common areas of misunderstanding such as truth versus courteousness; managing a hierarchy versus empowerment; and dealing with the role of the individual rather than the rule of law * implementing effective leadership strategies and development with a Chinese company. This timely book will ensure a harmonious leadership style that draws out the best from both Western and Chinese business practices.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Acknowledgments

PREFACE TO THE REVISED EDITION

Notes

Foreword

A PERSONAL STORY

Note

PART I - UNDERSTANDING LEADERSHIP IN CHINA TODAY

Introduction to Part I

Chapter 1 - INTRODUCTION

Theme #1: Chinese Business Leadership is in Need of Improvement

Theme #2: Simply Importing Best Western Leadership Practices Will Not Work in China

Theme #3: Leaders in China Need to Blend Best Western Practices with Chinese Wisdom

What is Chinese Wisdom?

Notes

Chapter 2 - METHODOLOGY AND FORMAT OF TH E BOOK

Methodology and Format of the Book

How to Use This Book

Chapter 3 - SPECIAL LEADERSHIP NEEDS IN CHINA

Impediments to Developing Leaders in China

Can the Chinese Business Leadership Gap be Narrowed?

Notes

Chapter 4 - PHILOSOPHICAL ANDCULTURAL FOUNDATIONS OFWESTERN LEADERSHIP

Equality

Independence

Individualism

Freedom

Risk-Taking

Trust in Others

Honesty

Summary

Notes

Chapter 5 - PHILOSOPHICAL ANDCULTURAL FOUNDATIONS OFCHINESE LEADERSHIP

Confucianism

Daoism

Buddhism

Sun Zi

Other Cultural Influences

Notes

Chapter 6 - UNIQUE LEADERSHIP TRAITS IN CHINA

Wu ()

Zhong Yong ()

Patriotism

Integrating Best Western Practices with Chinese Wisdom

Holistic Thinking

Indirectness

Notes

Chapter 7 - LEADING FROM THE HEART

Leadership Styles in China

Perceptions and Misperceptions of Leadership Style

Employee Reaction to Leadership Style Changes

Notes

Chapter 8 - HUMAN RESOURCE TRENDS IN CHINA

Employment Philosophy

Reward Program Management

Executive Compensation

Performance Management

Leadership Development

Human Resources Department

Making it Work in China

PART II - MAKING IT WORK IN CHINA

Introduction to Part II

Chapter 9 - TRUTH VERSUS COURTESY

The Dilemma of Truth versus Courtesy in China

How to Handle the Issue of Truth versus Courtesy in China

Chapter 10 - TRUST

Recent Chinese History

How to Deal with the Relatively Low Level of Trust in China

Notes

Chapter 11 - EMPOWERMENT VERSUS HIERARCHY

How to Deal with the Conflict between Empowerment and Hierarchy in China

Notes

Chapter 12 - INDIVIDUALISM VERSUS COLLECTIVISM

Dealing with the Individualist-Collectivist Dichotomy in China

Notes

Chapter 13 - THE RULE OF MAN VERSUS THE RULE OF LAW

Contracts

The Legal System

Interviewing and Hiring Candidates

Dealing with Conflicts between the Rule of Law and the Rule of Man

Resolving Differences between the Rule of Man and the Rule of Law

A Few Final Tips

Notes

Chapter 14 - INNOVATION AND RISK-TAKING

The Chinese Bureaucracy

What Can You Do to Improve Innovation and Risk-Taking in Your Firm?

Note

Chapter 15 - DECISION-MAKING

Developing the Best Decision-Making Process in China

Chapter 16 - INFLUENCING EMPLOYEE MOTIVATION

Can Anyone “Motivate” Anyone Else?

How to Influence Chinese Employee Motivation

Chapter 17 - TEAMWORK

Dealing with Weak Cross-Functional Teamwork in China

Notes

Chapter 18 - REWARDING EXECUTIVES IN CHINA

Base Compensation

Incentives

Executive Pay

Differences between Western and Chinese Executive Compensation Plans

Criticism of Rewards

Chapter 19 - EXECUTIVE COACHING

Coaching Categories

How to Select a Coach to Match Your Corporate Needs

Key Competencies for an Executive Leadership Coach in China

Remedial Coaching

The Coaching Language

Note

PART III - WHAT DO WE DO NOW?

Introduction to Part III

Chapter 20 - WHAT SHOULD A LEADERSHIP PROGRAM IN CHINA LOOK LIKE?

A Comprehensive Leadership Program in China

A Further Thought on Leadership in China

Notes

Chapter 21 - PROGRESSING FROM A CHINESE MANAGER TO A GLOBAL LEADER

Barriers to Going Global

Help from within the Company

Note

Chapter 22 - CONCLUSION

China is Changing Rapidly

The Need for Further Research

The Need to Test Western Leadership Models

Leadership Development Programs in China

Different Aspects of Leadership Development

Understanding Cultural Differences

A Model for Chinese Leadership

Notes

Appendix 1 - ABOUT THE INTERVIEWEES (IN ALPHABETICAL ORDER)

Appendix 2 - KEY CHINESE CONCEPTS RELEVANT TO LEADERSHIP IN CHINA

BIBLIOGRAPHY

INDEX

Praise for Business Leadership in China

“This book by Frank Gallo is a reflection on his extensive experience of the country, having worked there as a senior consultant. It is sound, readable advice relevant to anyone interested in that part of the world. Gallo explores four key areas, including how to respond to the complex challenges of leading a firm or a division in China; what the major differences are in activities such as team working and decision making; and where misunderstandings can arise.”

Professor Bruce Lloyd, FCMILondon South Bank University

“It seems that every day a new book on doing business in China is written. Now, a new book has arrived on the scene that is a ‘must read.’ Business Leadership in China by Frank T. Gallo is like a textbook on how to blend best Western practices with Chinese wisdom. This timely book will ensure a harmonious leadership style that draws out the best from both Western and Chinese business practices.”

Russ M. Miller, LLIFChairman and CEO, Performance Institute

“Frank Gallo recently published an outstanding book, Business Leadership in China. The book sheds light on the uniqueness of China’s business leadership, the clash of old and new generation leaders, and its transition to hybrid management leadership practices. By sharing his own experiences of consulting in China, he provides practical advice and examples of how Chinese business leaders think and act.”

EditorKorea Times

“Dr. Gallo’s book is a ‘Little Red Book’ based on his experience and observation. Not only does it analyze the influence of culture and tradition on leadership style, but also helps Chinese leaders more deeply understand the Western leadership concept and practices. Every foreign leader and every domestic leader should read this book and benefit from it. I highly recommend this insightful and empowering book.”

Gary WangFounder and CEO, MindSpan Learning

“Dr. Frank Gallo’s book illustrates the differences and similarities of culture, leadership, and management style between Chinese and foreign executives. It is of great value to multinationals who are planning to enter the China market and Chinese companies who are about to go abroad.”

Gao YongFounder and President, Career International Inc.

“Dr. Gallo observes the influence of leaders and leadership in Chinese companies. Written from the perspective of an American scholar and leadership expert, this book will help foreigners understand Chinese companies and the business climate as well as provide insightful views for Chinese leaders.”

Guo XinAsia Chief Executive, Mercer HR Capital Consultancy

“Dr. Gallo’s book is a classic work that really ‘digs into the earth.’ As a Chinese and a 25-year business leader, I am deeply touched by his insightful and interesting observations about the behaviors of Chinese leaders. This book allowed me to see a different view of Chinese leadership that comes from a Westerner’s cultural perspective. The book provides important guidance for understanding the art of leadership for companies operating in the China market, both multinational and domestic.”

Patrick HuangGreater China President, Towers Watson Consulting

“China does not lack leadership ideology and philosophy, but lacks the tools to implement strategy. In contrast, the West has abundant leadership theories and practices, but lacks an understanding of and insight into Chinese culture. No matter whether you are in China or other countries, if you want to be an effective leader, you need to have the right local knowledge and apply that to best practices. The author analyzes Chinese culture and its business environment with a modest and open mind. In his many years of leading, teaching, and consulting, he demonstrates how to combine the philosophies of the East with the business practices of the West. I believe this book will inspire Chinese and Western leaders alike.”

Chris XuDirector of Human Resources and LeadershipDevelopment, TCL Corporation

Copyright © 2011 John Wiley & Sons (Asia) Pte. Ltd.

Published in 2011 by John Wiley & Sons (Asia) Pte. Ltd.

2 Clementi Loop, #02-01, Singapore 129809

All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as expressly permitted by law, without either the prior written permission of the Publisher, or authorization through payment of the appropriate photocopy fee to the Copyright Clearance Center. Requests for permission should be addressed to the Publisher, John Wiley & Sons (Asia) Pte. Ltd., 2 Clementi Loop, #02-01, Singapore 129809, tel: [phone], fax: [phone], e-mail: [email protected].

This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering professional services. If professional advice or other expert assistance is required, the services of a competent professional person should be sought.

Neither the author nor the publisher are liable for any actions prompted or caused by the information presented in this book. Any views expressed herein are those of the author and do not represent the views of the organizations they work for.

Other Wiley Editorial Offices

John Wiley & Sons, 111 River Street, Hoboken, NJ 07030, USA

John Wiley & Sons, The Atrium, Southern Gate, Chichester, West Sussex, P019 8SQ, United Kingdom

John Wiley & Sons (Canada) Ltd., 5353 Dundas Street West, Suite 400, Toronto, Ontario, M9B 6HB, Canada

John Wiley & Sons Australia Ltd, 42 McDougall Street, Milton, Queensland 4064, Australia

Wiley-VCH, Boschstrasse 12, D-69469 Weinheim, Germany

Library of Congress Cataloging-in-Publication Data

ISBN 978-0-47082730-7

Typeset in 11/13.5pt Fairfield LT Std Light by MPS Limited, a Macmillan Company

10 987654321

ACKNOWLEDGMENTS

The terrific business leaders and China leadership experts who allowed me to interview them contributed greatly to this book. They are described in detail in Appendix 1, but here is a list of their names, titles, and corporate affiliations: Bob Aubrey, Ph.D., Chairman and Founder, Metizo, Singapore; Bin Gong, Asia Pacific Regional HR Director, Bayer HealthCare, Hong Kong; Ruby Chen, Director of the McKinsey Leadership Institute in China, McKinsey & Company, Beijing; Ding Jingping, Ph.D., Senior Partner and Vice President, Pan Pacific Management Institute, Beijing; Kevin Fong, Chief Executive Officer, China Automobile Association, Beijing; (Wallacy) Gao Yong, President, Career International, Beijing; Guo Xin, Greater China Managing Director, Mercer Human Resource Consulting, Beijing; Hala Helmy, President, Mundipharma, Beijing; Patrick Huang, Greater China Managing Director, Watson Wyatt Worldwide, Shanghai; Victor Lang, President, MMD Asia Pacific, Beijing; Jim Leininger, General Manager, Watson Wyatt Worldwide, Beijing; (James) Li Jianbo, Vice President, Human Resources, Cisco Systems (China), Beijing; Ren Binyan, Ph.D., Vice President, Alcoa (China) Investment Company, Ltd., Beijing; Charles Shao, Beijing Director of Leadership, Hewitt Associates, Beijing; Shi Lan, Senior Consultant, Towers Perrin, Beijing; Kelly Wang, Founder and Director, GW Technologies Co., Ltd., Beijing; Angie Wei, Senior Leadership Consultant, Hewitt Associates, Beijing; (Chris) Xu Fang, Vice President, TCL Institute of Leadership Development, TCl Corporation, Huizhou; Yi Min, Director of Global Leadership and Organization Development, Lenovo Group, Raleigh, North Carolina; and Janet Zhong, Vice President, Human Resources, Alcoa (China) Investment Company, Ltd., Beijing. There is no way this book could have been written without them. My thanks to each of them.

Bob Aubrey, in addition to being interviewed for the book, also provided invaluable information on the Western viewpoint on Chinese leadership, as well as advice on how to present the material. Dr. Aubrey also served as a senior advisor to me on this project.

Of the many others who have contributed to the writing of this book, I want to give special thanks to (Sally) Xue Gong for her assistance in translating, interpreting, and abstracting the Chinese literature on leadership. I would also like to extend my gratitude to Adeline Lim, Janis Soo, Fiona Wong, and their colleagues at John Wiley & Sons (Asia) for keeping me on time and on target. Special thanks to Robyn Flemming for applying her fantastic copyediting skills in this revised edition.

Michelle Wang of Metizo and Li Yong of Mercer Human Resource Consulting provided technical advice on, and explanations of, many of the Chinese terms used in the text. (Richard) Xu Yue also provided technical advice, as well as help in securing several interviews with Chinese leaders.

Wang Ling of Calypso provided invaluable administrative assistance throughout this endeavor; and her son, Wang Gao, gave me enormous inspiration.

Finally, I would like to thank Mutsuko and Brian Gallo for their unfailing support, encouragement, and love.

Author’s note: Names are presented as they are most often used by the person mentioned. Chinese names are listed with the family name first and the given name second. Western names are listed with the given name first and the family name second. Names of Chinese people with Western given names are presented in the Western style: given name first, followed by the family name.

PREFACE TO THE REVISED EDITION

As this book is about to go to press, we are hearing some very disturbing news from southern China. Taiwan-owned Foxconn, one of the world’s largest makers of mobile phones, has already experienced 10 employee suicides this year. And we are only halfway through the year. There have been several theories put forward in an attempt to explain what could be causing this terrible phenomenon. They include the very long working hours, having to live away from home, and the high stress levels brought on by tight deadlines. The chairman of Foxconn seems to have his heart in the right place and has made changes aimed at improving the situation. The company has hired about 100 mental health counselors and installed safety nets at its dormitories and factories. It also is reportedly planning to increase salary levels dramatically. But in my view, these interventions will only alleviate the symptoms, not the causes, of the suicides.

Foxconn is not the only company in the world to experience this kind of tragedy. But the high number of suicides occurring over a very short period, in a company with very stressful working conditions, must make one wonder if the tragic outcome could have been avoided if supervisors were just as concerned about their employees’ well-being as they are about production quotas. How well trained are the company’s team leaders to help moderate workplace stress among their team members? My guess is that supervisors and team leaders in many companies in China are being forced to focus on production, and not on the needs of their employees. Pressure from clients is passed on to senior management, from where it flows downstream. By the time it gets to the front-line employee, there is no further place for it to go.