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ISSN: 1649-3877

Listed by: Cabells and EBSCO

Frequency: 1 online Volume per year

Build Understanding across the “Walls” in a Flat World: A Case Study of Cross-Cultural Leadership Training for Chinese Executives

JSME Vol 4: 2008

Author(s): Enyang Guo (Millersville University, USA) and Rita D. Marinho (Towson University, USA)

Abstract:
This paper attempts to partially answer the question of how leadership matters in a Flat
World (Friedman, 2006) based upon the experiences of a comprehensive six-month American
cultural immersion program founded in 1998 at Millersville University in Pennsylvania. The paper
examines the social context and its inherent variability for comparing leadership across cultures by
using an assimilation framework of analysis. Are American attributes of leadership transferable
between broader societies and how will leadership in that context matter? The Flat World defines
a new platform of globalization that provides a collaborative interface for civilization. What is the
interplay between individual and political ideological socialization and the ability to redefine these
concepts for leaders who learn leadership attributes in one culture but practice in another culture?
This paper attempts to demonstrate the lens through which these highly educated Chinese view,
interpret and analyze the American Experience juxtaposed with their personal ideological
constraints. It also presents a good model which suggests that business schools can do much more
than educate business leaders by incorporating collaborative efforts to achieve world peace, a recent
AACSB International objective. (News Release, March 22, 2006). This case study contributes to
the intercultural training literature that develops as many questions about cross-cultural leadership
as it does answers in examining how cross-cultural leadership matters. In so doing, however, this
case study offers several heuristic devices for the further exploration of cross-cultural leadership
frameworks.

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