Business Leadership in China (Revised Edition)
How to Blend Best Western Practices with Chinese Wisdom
The second edition of this highly successful book reviews ways in which the executive in China can better undestand the blend of these two cultures
Preface to the 2nd Edition – What the author has learned about Chinese leadership since the 1st Edition.
Foreword – A Chinese leader provides commentary on how this book is useful to Chinese leaders as well as Western.
A Personal Story (Personal experience as a new Western leader in China)
Part I – Understanding Chinese Leadership Today
Chapter One – Introduction Some Basics about Leadership and the Special Leadership Needs in China (Survey data, barriers to building leaders in China, can you build leadership talent in China).
Chapter Two – Methodology and Format of the Book (How is the book layed out, how was info obtained.)
Chapter Three – Special Leadership Needs in China (Why is leadership and leadership development different in China than elsewhere in the world.
Chapter Four – Philosophical and Cultural Foundations of Western Leadership
Chapter Five – Philosophical and Cultural Foundations of Chinese Leadership
Chapter Six – Unique Leadership Traits in China
Chapter Seven – Leading from the Heart
Chapter Eight – Human Resource Trends in China – (How does the changing landscape of human resources in China impact leadership?
Part II – Making It Work In China
Chapter Nine – Trust – (How is trust defined in China compared to elsewhere and how does this impact one’s ability to lead?)
Chapter Ten – Empowerment vs. Hierarchy – (While empowerment is a given approach to Western leadership, in China, based on Confucianism, it requires some extra steps to make it understood and applicable.)
Chapter Eleven – Individualism vs. Collectivism – (How does this difference in world view impact leadership in collectivist China vs. the individualistic West?)
Chapter Twelve – The Rule of Man vs. The Rule of Law – (Most of the West uses the rule of law to run a business and to make leadership decisions. In China, where the law is less sophisticated than the West, the rule of man is still prevalent. How does one lead under such conditions?)
Chapter Fourteen Decision Making – Chinese business is based on a consensus form of decision making. This is sometimes frustrating for Westerners who prefer prompt decisiveness.
Chapter Fifteen – Influencing Employee Motivation – In earlier times, workers did not expect managers to be interested in their motivations. Sometimes, when Chinese leaders try to motivate employees, it is looked at with suspicion. What does my manager really want?
Chapter Sixteen – Teamwork – Research has shown that internal teams in China are very close, more so than Western teams. Perhaps this is related to the strength of family values. On the other hand, cross team collaboration in China is weaker than what is typically found abroad.
Chapter Seventeen – Rewarding Leaders in China – Traditionally, reward programs in China were simply a way to distribute pay and benefits. Now, Chinese firms use rewards strategically and leaders see rewards as an important weapon in their toolkit.
Chapter Eighteen – Executive Coaching – While executive coaching is considered a benefit in the West, especially for leaders and high potential leaders, in China, coaching is sometimes seen as remedial and only assigned to poor performers.
Part III – What Do We Do Now?
Chapter Nineteen What Should a Leadership Program in China Look Like?
Chapter Twenty – Progressing from Chinese Manager to Global Leader – There are very few Chinese leaders working abroad. This is a big challenge for companies in China as they try to export their best people to other countries.
Chapter Twenty One – Conclusion – What is next for business leadership in China?
Appendix 1 – Summary of the Interviewees (Biographical info on the more than 20 executives and consultants who were interviewed for the book.)
Appendix 2 – Key Chinese Concepts Relevant to Leadership in China