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leadership across cultures

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INTERNATIONAL BUSINESS Leadership Across Cultures FROM THE MAY 2015 ISSUE Running a global enterprise requires emotional intelligence about cultural differences as well as industry knowledge and technical expertise. Gurnek Bains and his team at YSC analyzed reports on 1,500 senior executives to reveal their strengths and weaknesses, and to offer up some practical advice for these leaders and those who engage with them. 0% 10 20 30 40 50 60 70 UNITED STATES MIDDLE EAST INDIA LATIN AMERICA EUROPE CHINA SUB-SAHARAN AFRICA Thinking UNITED STATES MIDDLE EAST INDIA LATIN AMERICA EUROPE CHINA SUB-SAHARAN AFRICA UNITED STATES MIDDLE EAST INDIA LATIN AMERICA EUROPE CHINA COMMERCIAL ANALYTICAL ACTION-ORIENTED PERCENTAGE OF EXECUTIVES WITH STRENGTH IN AREA ADVICE

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Leadership Across Cultures

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  • INTERNATIONALBUSINESS

    LeadershipAcrossCulturesFROMTHEMAY2015ISSUE

    Runningaglobalenterpriserequiresemotionalintelligenceaboutculturaldifferencesaswellasindustryknowledgeandtechnicalexpertise.GurnekBainsandhisteamatYSCanalyzedreportson1,500seniorexecutivestorevealtheirstrengthsandweaknesses,andtoofferupsomepracticaladvicefortheseleadersandthosewhoengagewiththem.

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    EMOTIONALLYRESILIENT

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    KNOWLEDGEABLE

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    ENGAGING

  • RelatedTopics: CROSS-CULTURALMANAGEMENT

    ThisarticleisaboutINTERNATIONALBUSINESS

    FOLLOW THISTOPIC

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    POS T

    REPLY 10

    1COMMENTS

    DenisBicok 19hoursago

    Excellentandconcisesummaryofcomplexbehaviouralrealities!Iwouldjustaddamongtheaveragebehaviourthereisavastdiversityandeverypersonisaworldonitsown.So,letsneverforgettheserulesstablishastartingpointthatshouldbetestcarefullyandrespectfullywitheveryindividualwemeet.Andonlyrealinterestinpeopleputitinperspectivetostablishrelationsthatcanleadtodiversehigh-performanceteams."Justthe50centsfromaBrazilianwhohasbeentryingtosetthestageforhigh-performcross-culturalsincemoretanadecade".Cheers,Denis

    JOINTHECONVERSATION

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    WehopetheconversationsthattakeplaceonHBR.orgwillbeenergetic,constructive,andthought-provoking.Tocomment,readersmustsigninorregister.Andtoensurethequalityofthediscussion,ourmoderatingteamwillreviewallcommentsandmayeditthemforclarity,length,andrelevance.Commentsthatareoverlypromotional,mean-spirited,oroff-topicmaybedeletedperthemoderators'judgment.AllpostingsbecomethepropertyofHarvardBusinessPublishing.


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