Assessing leadership in a Chinese company: a case study

Abstract

Purpose

The purpose of this paper is to highlight the key problems encountered when Western‐trained consultants evaluate leaders in China using a toolkit and consulting process derived from Anglo‐American leadership theory and HR consulting practice.

Design/methodology/approach

A composite case example from the authors' recent consulting experience illustrates a model assessment process and toolkit tailored to the Chinese business, social and cultural environment.

Findings

Cultural and situational differences, require special consideration when assessing Chinese leaders. Assessments and feedback should be tailored to the “traditionalism” of the team being assessed.

Practical implications

The paper presents practical guidelines and insights into selecting appropriate assessment tools and structuring the process for China‐based clients.

Originality/value

The paper provides new insights into the tools and process required to deliver accurate and leadership assessment in China.

Citation

Conte, V.A. and Novello, D. (2008), "Assessing leadership in a Chinese company: a case study", Journal of Management Development, Vol. 27 No. 10, pp. 1002-1016. https://doi.org/10.1108/02621710810916268