Research

Leadership Mosaics Across Asia

HCLI Research

Published 1 April 2014

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We live in an increasingly connected and interdependent world. Professor Kishore Mahbubani, thought leader and author of The Great Convergence: Asia, the West, and the Logic of One World once said, “In the past, when you lived in 192 separate countries, it was like living in 192 separate boats. But today, as a result of globalisation, we live in 192 separate cabins on the same boat.”

To some extent, globalisation has led to cross-national convergence of management practices, values and beliefs. With the economic dominance of the West for much of the previous two centuries, the United States has heavily influenced managerial models and practices. Japan too, has exported its Just-in Time (JIT) and kaizen philosophies. However, it has been argued that fundamental cultural values are quite resistant to global convergence forces. (House, 2004). Consequently, business leadership can still be enacted differently across different countries, and even within larger countries such as China and India.

The Human Capital Leadership Institute (HCLI) seeks to help organisations accelerate human capital and leadership development in Asia, for a globalised Asia. In its interactions with many multinationals, both of Western and Asian origin, one question frequently surfaces, “Is there an Asian way of leadership?” There are certainly differences between Asian and Western leadership. The two quotes on the facing page make a point. Other East-West generalisations include, as pointed out by Hampden-Turner et al. (2011), “Westerners tend to think in straight lines, using means-ends rationality. East Asian nations influenced by Taoism tend to think in circles.” Proposed by Ulrich (2011), Table 1 in the report summarises some of the key polarities.

However, Asia is an incredibly diverse region, and there just is not one particular way of business leadership for Asia. It must be said too, that there are universals in leadership, common across economies and their institutions, and societies and their cultures. Rather than insist on one Asian way of leadership, HCLI is keen to uncover the different leadership mosaics across Asia.

This report is a starting point: a collection of stories, anecdotes and opinions based on HCLI’s research, conversations and interactions with business and HR leaders since the Institute was established four years ago. Like a mosaic, each story and anecdote is a colourful piece on its own. However, when assembled together, they can also create a compelling pattern of business leadership in an Asian country, and across Asia. As a start, this report explores Singapore, India, China, Japan and Indonesia.