On becoming a leader in Asia and America: Empirical evidence from women managers

Peus, C.; Braun, S.; Knipfer, K.

Abstract

In concordance with recent calls for cross-cultural leadership research as well as research on women leaders, this study investigated how women in Asia and the U.S. become leaders and how they enact their leadership. In-depth interviews with 76 mid- to upper-level female managers in Asia (China, India, Singapore) and the U.S. were conducted. Analyses revealed that a simple dichotomy of “Asian” versus “Western” leadership did not appropriately describe the data. Rather, factors such as achievement orientation, learning orientation, and role models emerged as crucial success factors for advancement to leadership positions across continents. However, the particular meaning differed between countries. Furthermore, with regard to women's leadership style differences between Asian countries were more salient than between Asia and the U.S. Implications for leadership theory and practice are discussed.

Citation

Peus, C., Braun, S., & Knipfer, K. (2015). On becoming a leader in Asia and America: Empirical evidence from women managers. The Leadership Quarterly, 26(1), 55-67. https://doi.org/10.1016/j.leaqua.2014.08.004

• Journal Article Type: Article
• Acceptance Date: Aug 19, 2014
• Online Publication Date: Sep 10, 2014
• Publication Date: Feb 1, 2015
• Deposit Date: Sep 24, 2015
• Publicly Available Date: Mar 10, 2016
• Journal: Leadership Quarterly
• Print ISSN: 1048-9843
• Publisher: Elsevier
• Peer Reviewed: Peer Reviewed
• Volume: 26
• Issue: 1
• Pages: 55-67
• DOI: https://doi.org/10.1016/j.leaqua.2014.08.004
• Keywords: Asia, United States, Leadership, Women managers.
• Public URL: https://durham-repository.worktribe.com/output/1402182