With the accelerating integration of China into the global economy, there is a thirst
to understand Chinese leadership styles and how Chinese employees like to be managed.
There is no doubt that China can be a difficult and risky market for foreign businesses,
with many surprises, disappointments and frustrations. China is certainly a special
challenge.
This engaging new work from Barbara Xiaoyu Wang and Harold Chee emerged out of
their experiences of living and working in China both as managers and trainers of Chinese
managers and leaders extensively over the last 12 years.
The authors experienced and witnessed many faux pas by foreign companies and businessmen
and often a major contributing factor was the many assumptions that foreign companies have
about not only the Chinese marketplace but how to manage Chinese employees. What are the
Chinese leadership styles, the patterns of communications, phenomenon of 'face,' 'guanxi,'
and 'harmony,' etc.?
This book will dispel the myths that have built up in the West about Chinese
Leadership. It has a practical focus and provides a framework for executives and managers
to ask the right questions, make the right decisions and take the right strategies.
BARBARA XIAOYU WANG Faculty Member and the China Representative for
Ashridge Business School, UK,as well as the Chief Consultant for the Western Management
Institute of Beijing (WMIB), China.She has conducted training and coaching bilingually in
English and Chinese for both multinational and Chinese companies in China such as the
China-Britain Business Council, ABB, Danfoss, Volvo, Sinopec, China Post, Lenovo, Air
Canada, Industrial & Commercial Bank of China etc; as well as teaching on MBA
programmes in Chinese universities. Before her current roles, Barbara was a Vice President
for the Western Management Institute of Beijing and also conducted corporate training for
major organisations such as ABB, VW, Ericsson, BP, MARS, TCL, Akzo Nobel, Novartis, ICBC,
etc. Her commercial experience extends to working for multinational companies in China
where she was the Retail Operations Manager for CELINE of the Louis Vuitton group, the
Global Accounts Manager in China at DHL, and Assistant to the General Manager at the
Swissôtel, Beijing.
HAROLD CHEE Works for Ashridge Business School, UK, which is one of the
world's leading Executive Education Providers. He works internationally in China, Europe,
USA and Southern Africa. He is currently client director of Sinopec (largest company in
China) and LGC (Laboratory of Government Chemists). He is also client director for China
Post & Cheung Kong Business School (China). He has developed customised programmes for
companies in the engineering, energy, financial/banking, publishing, food and beverages,
steel, telecoms and chemical sectors. Harold has worked with a variety of clients such as
Philips, Volvo, Sinopec, Rexam, Akzo Nobel, ITT, Continental Tyres, WH Smith, Volkswagen,
Tesco, Novartis, Roche Pharmaceuticals, Tetra Pak, Lufthansa, VNU, Klockner, BBC, Home
Office, Bank of Scotland, PriceWaterhouseCoopers, Norwegian Paper & Pulp, and Reserve
Banks of Zimbabwe & Swaziland. He also works extensively in China with clients such as
ABB, Novartis, Swire Beverages, China International Capital Corporation, Siemens, Daimler,
China Telecom, etc. Before joining Ashridge, Harold worked as a senior training consultant
and business development manager in Beijing, China; helping to set up the China-Britain
Management Training Centre. Prior to this, he worked for the giant mining company,
Anglo-American Corporation in Zimbabwe and South Africa as an Organisational Development
manager. Harold has also worked as a university lecturer for several years in the UK and
has been a visiting professor/lecturer at the universities of Boston, Moscow and Essex.
Early in his career he was a marketing officer for several organisations.
Table of Contents
List of Figures and Tables
Foreword
Introduction
PART I: FOUNDATIONS OF CHINESE LEADERSHIP
Chinese Culture: A Brief History
Chinese Leadership Theories
Chinese Core Values
The Trust Challenge
Business Leadership in Modern China
PART II: RISING TO THE CHALLENGE - MAKING IT HAPPEN
Communications
Leading Teams
Delegation and DecisionMaking
Negotiations
Coaching
Conclusion
Bibliography
Index
About the Authors
192 pages, Hardcover
