Leadership development in the cross-cultural context of China: Who really cares?

Daniel Agerbech Petersen and Keith Goodall

International Business Review, 2025, vol. 34, issue 3

Abstract: We address the challenges of developing Chinese leaders in multinational companies (MNCs) from the perspective of the leaders themselves. We focus on the consequences of perceptual differences across cultures. Based on interviews with Chinese high-potential managers (HPMs), we find that differing perceptions of care and leadership impact the perceived quality of global talent management (GTM) and work practices. We conclude that from a Chinese perspective western MNCs are relatively effective in human capital and leader development, but weaker in terms of attention to social capital and leadership. We make recommendations for how Chinese managers in MNCs might be more effectively developed into global leadership roles.

Keywords: Cross-cultural management; Leadership development; MNCs; China; Talent management; Care (search for similar items in EconPapers)
Date: 2025
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S0969593125000137
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:iburev:v:34:y:2025:i:3:s0969593125000137

Ordering information: This journal article can be ordered from
http://www.elsevier.com/wps/find/journaldescription.cws_home/133/bibliographic
http://www.elsevier. ... me/133/bibliographic

DOI: 10.1016/j.ibusrev.2025.102400

Access Statistics for this article

International Business Review is currently edited by P. Ghauri

More articles in International Business Review from Elsevier
Bibliographic data for series maintained by Catherine Liu ().