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Conclusion: lessons learned and insights derived from leadership in Asia

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  • Chris Rowley
  • Dave Ulrich

Abstract

In this piece, we present some broad conclusions about leadership in Asia in terms of answering the question of what drives effective leadership in Asia? We do this in terms of addressing questions of relevance and impact of: country context, company culture, personal competence. We then outline the implications of this in terms of theory, research and practice. We then go on and end our piece by noting some important points for both managers and academics, and the future of leadership in Asia.

Suggested Citation

  • Chris Rowley & Dave Ulrich, 2012. "Conclusion: lessons learned and insights derived from leadership in Asia," Asia Pacific Business Review, Taylor & Francis Journals, vol. 18(4), pages 675-681, October.
    • Handle: RePEc:taf:apbizr:v:18:y:2012:i:4:p:675-681
    DOI: 10.1080/13602381.2012.694725
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    References listed on IDEAS

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    1. R. M. Steers & C. J. Sanchez-Runde & L. Nardon, 2012. "Culture, cognition, and managerial leadership," Asia Pacific Business Review, Taylor & Francis Journals, vol. 18(3), pages 425-439, July.
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    Cited by:

    1. Bilgehan Bozkurt, 2024. "Dimensions for a scale to evaluate the initial responses by organisational leaders against the pandemic," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-11, December.

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