跨文化管理

Leadership

RMATION RELATED TO THE CASE STUDY

1.Sir Richard is visionary and his vision has global breadth.

2.Virgin’s success can be attributed to Sir Richard’s charismatic personality and down-to-earth leadership style, often using common sense strategies and openness.

3.Branson himself is the opposite of elitist, his company is one of the least hierarchical one could come across. To the annoyance of his senior managers, Branson seems to pay as much attention to a chat with a clerk in the airline’s mail room as to a memorandum from his marketing director.

4.Richard is famous for his team-building skill and sultative approach in day-to-day business.

5.Sir Richard is good at leading his empire in a variety of industries and markets where environments are dynamic and changing.

6.Sir Richard has created an umbrella of companies where cooperation rather than intra-company competition is encouraged.

2.THE GLOBAL LEADER’S ROLE AND ENVIRONMENT

1.Local leaders: prove themselves able to lead in their home country corporate culture and meeting the generally accepted behaviors of that national culture. Global leaders: must broaden their horizons both strategically and culturally and develop a more flexible model of leadership that can be applied anywhere----one that is adaptable to locational situations around the world

2.The global mindset of successful leaders

Personal work style: High cultural quotient

Open -minded and flexible

Effective cross-cultural communicator

Team player in a global matrix

Supports global objectives and balance global with local goals

and practices.

General Perspective: Broad, system perspective

Personal autonomy and emotion resilience

Change is welcomed and facilitated

Enables boundaryless organizations

Operates easily in cross-cultural and cross-functional and

cross-functional environment

Global learning is sought and used for career development

3.The four”T”s”

Travel, teamwork, training and transfers

4.The roles mangers on international assignments should play

A representative of the parent firm

The manager of the local firm

A resident of the local community

A citizen of either the host country or of another country

A member of a profession

A member of family

5.The leader and the job

Leadership experience and technical knowledge

Cultural adaptability

Clarity of information available in host area

Level of authority and autonomy

Level of cooperation among partners, government and employees

6.The job context

Level of authority granted to leader

Physical location and local resource availability

Host professional contacts, and community relations

Organizational structure, scope-cultural, political-economic, level of risk

System of staffing, coordination, reward system and decision making, locally and in home office

3.THE E-BUSINESS EFFECT ON LEADERSHIP

1.Three obvious differences between e-business leadership and traditional one

The speed at which decisions must be made

The importance of being flexible

The need to create a vision of the future