Abstract
In rapidly growing Asian economies, the need to recruit and train additional leadership talent is particularly problematic, as the demand for talent continues to outstrip available indigenous human capital. Yet most leadership development research to date has focused on US samples. The current study extends our knowledge about how managers develop as leaders by analyzing and comparing qualitative data on key developmental events and lessons from senior executives in China and India, and including a comparison to similar recent US data.
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The Center for Creative Leadership gratefully acknowledges the Singapore Economic Development Board for their support of the China and India studies reported this article.
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Van Velsor, E., Wilson, M., Criswell, C. et al. Learning to lead: A comparison of developmental events and learning among managers in China, India and the United States. Asian Bus Manage 12, 455–476 (2013). https://doi.org/10.1057/abm.2013.9
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DOI: https://doi.org/10.1057/abm.2013.9