ASSESMENT OF LEADERSHIP DEVELOPMENT: CROSS-CULTURAL ASPECTS
Abstract
Key challenges for management at the global level are developing a new generation of cross-cultural leaders, attracting and retaining talents in the country. Within the framework of cross-cultural business environment, the authority of the leader and his personal growth appears to be key factors of leadership effectiveness. Developing a new generation of leaders, attracting and retaining talent are key challenges for leaders at the global level. That is, in modern conditions, formation of effective leader-ship in a cross-cultural space becomes actual with the process of deeper internationalization of business. The quantitative assessment of the development of leadership levels, taking into account cross-cultural characteristics was carried out. The main concept of this assessment is that the higher the value and the more dominant the manifestation of stimulants, the higher the level of leadership development. Based on this assessment, the liminal values of dominant cross-cultural factors contributing to the development of leadership in the company were determined. In addition, five levels of leadership development, which are classified in this assessment, describe the stages of personal growth of every leader. The development level of leadership was determined in countries like Vietnam, North Korea, India, Kazakhstan, Mongolia, Ukraine, China, Sweden, South Korea, USA and Finland. Companies, which are not leaders and not outsiders in n a particular business area of the country but have stable status and with headquarters in the respective country, were chosen for analysis. It is determined that the lowest level of leadership development is observed in companies of Vietnam and North Korea (the first level). In companies of India and Kazakhstan the second level of leadership development was predominantly formed. The third level of leadership development in personnel management is inherent in the management system of companies in Mongolia, Ukraine and China. In addition, the fourth level of leadership development is determined in companies of Sweden and South Korea. The highest level of leadership development (the fifth) is observed in the management system of companies in Finland and the USA. The determined levels form the basis for cross-cultural characteristics of the leadership development of these countries.
References
Adler N. J., Doktor R., Redding G. From the Atlantic to the Pacific century: Cross-cultural management Reviewed. Journal of Management. 1986. Vol. 12. No. 2. P. 295–318.
Global Leadership & Organizational Behavior Effectiveness. Globe Study 2020: site. URL: https://globeproject.com.
Hofstede G., Hofstede G. J., Minkov M. Cultures and Organizations: Software for the Mind. New York : McGraw-Hill, 2010. 560 р.
Laurent A. The Cultural diversity of western conception of management. International Studies of Management and Organization. 1983. Vol. 13. No. 1–2. P. 75–96.
Lewis R. D. When cultures collide : leading across cultures. Boston, London : Nicholas Brealey International, 2006. 625 p.
Maxwell J. The 5 Levels of Leadership: Proven Steps to Maximize Your Potential. New-York : Center Street, 2013. 304 p.
Trompenaars F., Hampden-Turner Ch. Riding the Waves of Culture: Understanding Cultural Diversity in Business. New York : McGraw-Hill Trade, 1997. 265 р.
Ratanjee V. Making Leadership More Effective in Asia. Business Journal. 2013. October 13. URL: http://www.gallup.com/businessjournal/165224/making-leadership-effective-asia.aspx.
