Building the Global Competence for Asian Leaders (updated on March 1st 2011)
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The document outlines a research project aimed at developing global competence for Asian leaders, specifically focusing on intercultural sensitivity among Chinese, Indonesian, and Singaporean international assignees. The project seeks to create culture-specific models and learning materials for leadership development, emphasizing challenges and strategies in international cooperation. It includes qualitative and quantitative research methods and expects to produce systematic findings, a theoretical framework, and educational materials to enhance intercultural competence for Asian leaders.
Building the Global Competence for Asian Leaders (updated on March 1st 2011)
- 1. Hangzhou, March 1st 2011 Prof. Dr. Hora Tjitra & Dr. Hana Panggabean Building the Global Competence for Asian Leaders Comparative Study on Intercultural Sensitivity of Chinese, Indonesian and Singaporean international assignees Project Info vers. 2.0
- 2. Building the Global Competence for Asian Leaders Research Objectives 2 A culture-specific model for intercultural sensitivity will be developed for each of the targeted culture based on indigenous resources. Built on these indigenous models, materials for leadership development program will be created. 1. Elaborating the challenges and problem solving strategies of Chinese, Singaporean and Indonesian business leaders in international co-operations. 2. Identifying key learning experiences to develop and sustain ICS for Chinese, Singaporean and Indonesian business leaders. 3. Developing culture-specific ICS models for Chinese, Singaporean, and Indonesian business leaders, covering innate characteristics and competencies. 4. Creating learning materials for leadership developmental programs, e.g., case studies, critical incidents, culture assimilator. 5. Instigating recommendations of organizational systems to support culturally effective leaders.
- 3. Agenda 1 Global Competence for Asian Leaders 4 Leadership development across borders 4 Intercultural competence and sensitivity 8 Country focus: China, Indonesia and Singapore 9 2 Proposed Research Methods 14 3 Expected Results and Deliverables 18 4 Project Info and Research Team 19
- 4. Global Competence for Asian Leaders
- 5. What does “GLOBAL Competence” for the Asian Leaders mean?
- 6. Building the Global Competence for Asian Leaders Global Leader ≠ World-Class Leader 6 Superior / Boss Internal PartnersExternal Partners Team members / Employees Power Influences Impact Who are the stakeholders of the organization? What are the impacts of their decision?
- 7. Building the Global Competence for Asian Leaders Developing Leaders’ Global Competence 14 “The Jack Welch of the future cannot be me. I spent my en9re career in the United States. The next head of General Electric will be somebody who spent 9me in Bombay, in Hong Kong, in Buenos Aires. We have to send our best and brightest overseas and make sure they have the training that will allow them to be the global leaders who will make GE flourish in the future.” –by Jack Welch, CEO of GE Developing leadership cross-‐cultural competence was among the top 5 organiza8on-‐wide prac8ces affec8ng the effec8veness of mul8na8onal corpora8ons. (Stroh and Caligiuri, 1998) Mobley & Dorfman’s (2003) define global leadership as “influencing across na@onal and cultural boundaries”. Hampden-‐Turner and Trompenaars (2000) have found that global leadership competencies develop over a long period of -me. If research can iden@fy the most important leadership behavior, prac@@oners could shorten the process of developing the most important competencies (Bueno,2004; McCall & Hollenbeck, 2002).
- 8. Building the Global Competence for Asian Leaders Theoretical Framework 3 An Interdisciplinary Approach to Have a Wide Understanding of Intercultural Sensi@vity in Asian Leadership Context Intercultural Sensi@vity in Asian Leadership Context Leadership across Cultures Intercultural Competence and Sensi@vity Culture specific and Indigenous Studies Compara@ve Cross-‐cultural Studies Culture specific and Indigenous Studies Compara@ve Cross-‐cultural Studies Leadership Development Theories and Prac@ces Studies and Theories on Leadership Research Methods: • In-‐depth Interviews • Grounded Theory • Ques@onnaire Survey Secondary Literatures: • Organiza@onal Behavior • Social Psychology • General Management Learning Materials for Leadership Development Developing Asian Leaders across Borders Developing Asian specific Intercultural Sensi@vity China Indonesia Singapore Western Mul@na@onal Large Asian Corpora@on Asian private SME Asian State-‐Owned Companies
- 9. Building the Global Competence for Asian Leaders What is Intercultural Competence and Sensitivity? 9 “To be effective in another culture, people must be interested in other cultures, be sensitive enough to notice cultural differences, and then also be willing to modify their behavior as an indication of respect for the people of other cultures ” (Bhawuk and Brislin, 1992) Intercultural Competence Technical knowledge & skill Motivation Stress tolerance Respect for differences Harmony preservationSelf Control Awareness of communication symbols Language skill Verbal & non verbal expressionAttribution process of information Cultural empathy Intercultural Sensitivity Intercultural Communication Competence
- 10. Building the Global Competence for Asian Leaders China: The fastest growing economy in the world 10 ● Ancient China was one of the earliest centers of human civilization. ● China has 56 ethnics while Han-Chinese take up around 92%. ● China’s traditional values were derived from various versions of Confucianism and conservatism, which has influenced Chinese thoughts and behaviors for thousands of years. ● Many important aspects of traditional Chinese morals and culture, such as Chinese art, literature, and performing arts like Beijing opera, remain greatly valued in China today.
- 11. Building the Global Competence for Asian Leaders Chinese Intercultural Sensitivity * 11 CIS Behavioral Cognitive Affective Personal Goal Task Objective “Mian Zi” (Face) Pull Push Philosophy / Education Chinese Culture Value Confucianism Harmony Differences Harmonization Relationship Optimization Change Accommodation Cultures Comprehension Ethno Identification Sunzi Strategics (“Sun Zi Bing Fa”) Favor (“Renqing”) Pragmatism (“Shihui”) Network (“Guanxi”) * Based on research Chinese Intercultural Competence and Sensitivity in tourism Industry, Funded by Zhejiang University, China.
- 12. Building the Global Competence for Asian Leaders Indonesia: Ultimate in Diversity 12 ● Indonesia has around 300 ethnic groups, each with cultural identities developed over centuries, and influenced by Indian, Arabic, Chinese and European sources significantly. ● The main ethnic group is the Javanese, who comprise 42% of the population, and are politically and culturally dominant. ● A sense of Indonesian nationhood exists alongside strong regional identities. Society is largely harmonious, although social ,religious and ethnic tensions have triggered horrendous violence. ● The country has extensive natural resources, including crude oil, natural gas, tin, copper and gold, which attracts more and more foreign investment in recent years.
- 13. Building the Global Competence for Asian Leaders Indonesia Intercultural Competence and Sensitivity * 13 1 2 3 4 5 6 7 8 Group-harmony-oriented motivation to perform ICS Group-atmosphere assessment Acceptance of cultural differences Tenggang Rasa (Heightened Sensitivity) Display of emotional controls Respect Sensitivity toward non verbal behavior Active sensitivity * Based on research Characteristics of Intercultural Sensitivity in Indonesian-German Work Groups, Dr. Hana Panggabean, Indonesia
- 14. Building the Global Competence for Asian Leaders Indonesia Intercultural Competence and Sensitivity * 14 1 2 3 4 5 6 7 Group Harmony Multiculturality Active Sensitivity Initial Cautiousness Conflict Avoidance Implicit Communication Musyawarah Untuk Mufakat * Based on research Characteristics of Intercultural Sensitivity in Indonesian-German Work Groups, Dr. Hana Panggabean, Indonesia
- 15. Building the Global Competence for Asian Leaders Singapore: the most globalised country in the world 15 ● Due to its diverse population and immigrant background, Singaporean culture has often been described as a mix of cultures – British, Malay, Chinese, Indian and Peranakan. ● Foreigners make up 42% of the population in Singapore and play an important role in influencing Singaporean culture. ● Singaporean government has been striving to promote Singapore as a center for arts and culture since 1990s, with the aim of transforming the country into a cosmopolitan “gateway between the East and West”.
- 17. Building the Global Competence for Asian Leaders The Two Phases of the Project 17 Exploration and Theory Building (Oct 1, 2010 - Mar 31, 2011) Generalization and Material Development (Apr 1, 2011 - Sep 30, 2011) Objectives • The first phase is built on the previous research on Indigenous Intercultural Sensitivity of Chinese and Indonesian professional, which has been closed successfully by Dr. Panggabean and Dr. Tjitra in 2008. • This phase will focus on elaborating the intercultural experiences of the Chinese and Singaporean international assignees in Indonesian, as well as Indonesian and Singaporean assignees in China. • Following the findings from the first phase, the second phase is focusing on the generalization and fine tune of the developed model in another Asian countries (e.g. Singapore, India, Vietnam etc.). • More, in this phase learning materials for leadership development across cultures will be developed. Research Methods • Two research methods are going to be applied: Qualitative In-Depth Interviews and Quantitative Online Survey. • Data collection will be conducted mainly in China and Indonesia. • Two research methods are going to be applied: Qualitative In-Depth Interviews and Quantitative Online Survey. • Data collection will be conducted mainly in Singapore (and probably India plus Vietnam) • This study focuses on developing global competency model, which can be applied for a systematic leadership development program for Asian Leaders. • The whole project is divided into two phases: 1) Exploration and Theory Building 2) Generalization and Material Development
- 18. Building the Global Competence for Asian Leaders Qualitative Data Collection in Indonesia and China: 82 In-Depth Interviews (as of Jan. 25 2011) 18 A series of 90-min In-Depth Interviews were conducted in China and Indonesia from Nov. 2010 until Jan. 2011 with Chinese, Indonesian and Singaporean business leaders and managers. In-‐Depth Interviews in Indonesia In-‐Depth Interviews in Indonesia 14 Chinese Expatriates 1 Singaporean Expatriates 12 Indonesian Co-‐workers 12 Indonesian Co-‐workers In-‐Depth Interviews in China In-‐Depth Interviews in China 16 Indonesian Expatriates 12 Singaporean Expatriates 6 Chinese Co-‐workers 9 Chinese Co-‐workers In China, the respondents are Indonesian and Singaporean expatriates who have been working and living in China for at least one year or more and having leadership experiences; as well as their local Chinese co-workers and counter-parts. Respectively in Indonesia, the respondents are the Chinese and Singaporean expatriates who are working and living in Indonesia as well as their local Indonesian co- workers and counter-parts.
- 19. Building the Global Competence for Asian Leaders Data Analysis Approach: Grounded Theory 19 What & Why - Grounded Theory is A disciplined set of practices to ... • Explore a new domain or topic • Keep an open mind while conducting a rigorous analysis • Work in an area without a defining theory • Applicable to qualitative or quantitative data Strengths - • Theory is strongly tied to data (“grounded”) • Theory is continually tested through constant comparison • Data-collection is guided by theoretical sampling • Highlights the agency and responsibility of the researchers The Origins of Grounded Theory (Glaser and Strauss, 1967)
- 20. Interview 1 Interview 2 Building the Global Competence for Asian Leaders Grounded Theory - Framework of Study 20 Preparation: minimizing pre-conception Theoretical Sampling In-Depth Interview Analysis: comparison & sensitizing concepts Memoing: theorization & integration Theoretical Outline Sorting: conceptual sorting of memos Report & Writing Research Objectives and Questions Agreement Disagreement Exception Explanation Better Understanding
- 21. Expected Results and Deliverables
- 22. Building the Global Competence for Asian Leaders Expected Results and Deliverables 22 At the end of this 12 months project, following deliverables are expected: 1. Comprehensive and systematic findings on the current situations and practices of Chinese, Indonesian and Singaporean international assignees in Asia. 2. Theoretical framework and working model of the intercultural competence and sensitivity of Asian Leaders, incl. culture specific particularity of Chinese, Indonesian and Singaporean. 3. Systematic study on the challenges and synergy potentials of pan- Asian Teamwork focusing on Chinese, Indonesian and Singaporean. 4. Learning strategy and materials to systematically develop the intercultural competence and sensitivity of Asian Leaders, in particular the one with Chinese, Indonesian and Singaporean origins.
- 23. Global Competence for Asian Leaders Research Partners: An applied research collaboration supported by the Human Capital Leadership Institute (Singapore) with the objective to derive a model for Asian leaders, which will lead to systematic global leadership development programs with Asian characteristics. Built on our previous researches on Chinese and Indonesian intercultural sensitivity, we continue in this study by elaborating the cross-cultural experiences of the Chinese, Indonesian and Singaporean international assignees and their respective local co-workers in China and Indonesia. Intercultural sensitivity has been widely accepted as one of the most significant element of global competencies and one of the strongest predictor for global leaders and managers accomplishments. The principal investigators of the project are Dr. Hora Tjitra, Dr. Hana Panggabean, and the research team of the the Zhejiang University (Hangzhou, China), Zhejiang University of Technology (Hangzhou, China) and the Atma Jaya Indonesia Catholic University (Jakarta, Indonesia). Funding Partner: Zhejiang University China www.zju.edu.cn Zhejiang University of Technology China www.zjut.edu.cn Atma Jaya Catholic University Indonesia www.atmajaya.ac.id Human Capital Leadership Institute Singapore www.smu.edu.sg Hora Tjitra Hana Panggabean Juliana Murniati Quan HEJiewei ZHENG Chaohui ZHANGTeng SHENTU Jia ZHOU Xiaojuan WANG Dan ZHAOXixie ZHANG Sebastian Partogi Yuanbo LIU Tayyibah Mushtaq
- 24. Building the Global Competence for Asian Leaders Research Team Collaboration & Activities 24
- 25. Thank You Contact us via … Mail: htjitra@zju.edu.cn Follow: twitter@htjitra Website: http://sinau.me/hcli