Thinking globally, leading locally: Chinese, Indian, and Western leadership

Abstract

Purpose The purpose of this paper is to examine senior leadership behaviors across samples of Chinese, Indian, and Western chief executive officers (CEOs). Design/methodology/approach In this exploratory study, 101 CEOs from three different business contexts were interviewed to understand the leadership demands of widely different business and cultural contexts and the competencies associated with effective performance. The specific situations addressed by leaders were identified. Findings The authors found some common characteristics of outstanding CEOs across contexts, such as results orientation/achievement drive and forward thinking. There are also distinctive competencies manifested in the three cultures. While Indian CEOs are more likely to display consideration of the welfare of their nation in business decisions, Chinese CEOs uniquely influence for mutual benefit as well as criticizing themselves. Western CEOs, use interpersonal understanding and talent management. Research limitations/implications Although the competencies observed are linked to performance by comparisons within each group of outstanding leaders, the authors were unable to obtain contrast groups of more typical leaders in India or China. The Western group was less rigorously defined, perhaps accounting for the less focused nature of their competencies and situations. This study nevertheless suggests that the cultural context is an important variable in leadership. Practical implications Leaders may use the paper's insights to suggest how they might expand their own repertoires, either in their own context or in dealing with organizations from other cultures. Originality/value This study contributes to the understanding of cross‐cultural management by identifying competencies that are unique to particular business contexts, as well as some that are common to the role.

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