Asian Leadership: What Works

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9780071084307: Asian Leadership: What Works

Following the publication of Leadership in Asia: Challenges and Opportunities, the Singapore Ministry of Manpower convened a Third Executive Roundtable in 2010 to examine the various challenges confronting leadership renewal in the Asian business context, especially in the aftermath of the global financial meltdown and economic downturn of 2009. The intensive session, spread over two days, threw up illuminating examples and astute observations on the subject, which were peppered with thoughtful anecdotes and penetrating truths that will titillate the reader.

Involving corporate CEOs, Chief Human Resource Officers and leadership thought leaders, the leadership focus group identified four important questions that Asian leaders must address in order to succeed
at the highest level:

  • Where are we going?
  • How do we get there?
  • What is work like when we get there?
  • Who stays and who goes?

With these on their minds, they set about to pinpoint eight success factors and action domains that are crucial in leaders to enable them to navigate around the pitfalls of being a leader and a change agent in the organisations they lead. These are:

  1. Creating customer-centric actions
  2. Implementing strategy
  3. Getting past the past
  4. Governing through decision making
  5. Inspiring collective meaning making
  6. Capitalising on capability
  7. Developing careers
  8. Generating leaders

Edited by eminent leadership gurus Dave Ulrich and Robert Sutton, this book describes the valuable insights and lessons gleaned from individual leaders and the organisations they lead. A useful reference for potential leaders, corporate honchos and management experts on leadership issues in organisations within Asia, it represents a significant contribution to research on the subject in the continent, which is home to a multitude of diverse cultures, languages and beliefs, as well as the unique challenges these pose to leaders in leading their organisations.

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About the Author:

Dave Ulrich is a Professor of Business at the Ross School of Business at the University of Michigan and a partner at The RBL Group (www.rbl.net), a consulting firm that helps organizations and leaders deliver value. Ulrich studies how organizations build capabilities of speed, learning, collaboration, accountability, talent and leadership through leveraging human resources. He has helped generate award-winning databases that assess alignment between strategies, human resource practices and HR competencies.
Ulrich has published more than 200 articles and book chapters and co-authored over 20 books covering topics in leadership and human resources, including HR Transformation (2009); The Leadership Code (2008); HR Competencies (2008); Leadership Brand (2007); and HR Value Proposition (2006). He has also served on the editorial board of four journals, the Board of Directors for Herman Miller, and the Board of Trustees at Southern Virginia University, and is a Fellow in the National Academy of Human Resources.
Ulrich has been ranked the most influential person in HR by HR Magazine and the #1 Management Educator & Guru by BusinessWeek, and also listed in Forbes as one of the "world's top five" business coaches.
 



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Robert Sutton is Professor of Management Science and Engineering at Stanford University. He is co-founder of Stanford's Center for Work, Technology and Organization, the Stanford Technology Ventures Program and the Hasso Plattner Institute of Design. He is also an IDEO Fellow and Professor of Organizational Behavior (by courtesy) at Stanford’s Graduate School of Business.

His books include Weird Ideas That Work; The Knowing-Doing Gap; Hard Facts, Dangerous Half-Truths, and Total Nonsense; and The New York Times bestseller, The No Asshole Rule. His latest book -- Good Boss, Bad Boss -- was released in September 2010. Sutton’s honours include selection by Business 2.0 as a leading "management guru" in 2002, the award for the best article in the Academy of Management Review in 2005, being named as one of ten "B-School All-Stars" by BusinessWeek in 2007, and the Industry Service Award from the Stanford Engineering School in 2010.

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