Book contents
- Frontmatter
- Contents
- Exhibits
- Preface
- 1 Global realities and management challenges
- 2 Developing global management skills
- 3 Culture, values, and worldviews
- 4 Inside the managerial mind: culture, cognition, and action
- 5 Inside the organizational mind: stakeholders, strategies, and decision making
- 6 Organizing frameworks: a comparative assessment
- 7 Communication across cultures
- 8 Leadership and global teams
- 9 Culture, work, and motivation
- 10 Negotiation and global partnerships
- 11 Managing in an imperfect world
- 12 Epilogue: the journey continues
- Appendix A Models of national cultures
- Appendix B OECD guidelines for global managers
- Index
- References
This chapter is part of a book that is no longer available to purchase from Cambridge Core
8 - Leadership and global teams
Book contents
- Frontmatter
- Contents
- Exhibits
- Preface
- 1 Global realities and management challenges
- 2 Developing global management skills
- 3 Culture, values, and worldviews
- 4 Inside the managerial mind: culture, cognition, and action
- 5 Inside the organizational mind: stakeholders, strategies, and decision making
- 6 Organizing frameworks: a comparative assessment
- 7 Communication across cultures
- 8 Leadership and global teams
- 9 Culture, work, and motivation
- 10 Negotiation and global partnerships
- 11 Managing in an imperfect world
- 12 Epilogue: the journey continues
- Appendix A Models of national cultures
- Appendix B OECD guidelines for global managers
- Index
- References
Summary
Human values, integrity, and innovation drive us … I win when my team wins; my team wins when Wipro wins; Wipro wins when its customers and stakeholders win.
Azim H. Premji CEO, Wipro Technologies, IndiaGetting Americans and Japanese to work together is like mixing hamburger with sushi.
Atsushi Kagayama Vice President, Panasonic Corporation, JapanPresident, American Kotobuki, USAIf we collected all of the truly great business leaders of the world in one place, who would be their leader? Could they even choose a leader? Would everyone else become a follower or would we see the creation of a hierarchy of leaders? Can we say that there are leaders of leaders? If so, there must be leaders of leaders of leaders, and so forth, to the point that the concept of leadership itself becomes almost meaningless. Clearly, leadership is far more complex than simply saying that leaders boast certain characteristics or other qualities that make them stand out.
Leadership expert Warren Bennis has tried to capture this essence of leadership by noting that “leadership is like beauty; it's hard to define, but you know it when you see it.” Well, maybe. Research suggests that some cultures value leaders who take charge, are visible, and are assertive, while others want leaders who are essentially invisible and move behind the scenes (see discussion below). Some cultures want leaders who stand above the crowd and demand respect, while others want leaders who are humble and remain part of the crowd.
Information
- Type
- Chapter
- Information
- Management across CulturesChallenges and Strategies, pp. 241 - 278Publisher: Cambridge University PressPrint publication year: 2010
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