Leadership Development in Emerging Market Economies

This edited volume provides an overview of the current state and indigenous practices of leadership development (LD) in a select group of emerging market economies, including BRICS, Southeast and East Asia, Middle East, Eastern Europe, and Africa. While some authors focus exclusively on LD in the business sector, others discuss such topics as LD in higher education, the role of higher education institutions in leadership development for managers and executives, the role of religious institutions, and LD in the government and public sectors. Further, chapters on Brazil, Malaysia, Russia, Thailand, South Africa and South Korea include case studies of LD in individual companies. These cases and examples can be used in discussions of indigenous LD practices in courses on international and cross-cultural HRD, HRM, and leadership and organization development. Readers will benefit from this unique view of indigenous practices and perspectives from a variety of disciplinary backgrounds: HRD, HRM, and management and leadership studies. It is an essential read for academic audiences who recognize leadership development as a dominant trend both in developed and emerging economies.

Fills a gap in leadership development by shifting focus from Western developed economies to underexplored but key regions Offers indigenous perspectives and practices, with contributors from the region which they discuss Highlights BRICs, CIVETS, Eastern Europe, Southeast Asia, Africa, and the Middle East

Autorentext
Alexandre Ardichvili is Professor of HRD and Hellervik Endowed Chair in Leadership and Adult Career Development at the University of Minnesota. He holds a PhD in HRD from the University of Minnesota, USA and a doctorate in management from the Moscow State University, Russia. Alexandre has published two books and more than 70 peer-reviewed articles and book chapters in international HRD, business ethics, leadership, and knowledge management. He is the President of the University Council on Work and Human Resource Education.
Khalil M. Dirani is Associate Professor of HRD and Program Chair of the Education Human Resource Development program at Texas A&M University. He holds PhD in HRD from the University of Illinois. Khalil has published more than 30 peer-reviewed articles and book chapters on learning organization cultures, transfer of learning, and international HRD. He served on the Academy of HRD Board of Directors and worked on the AHRD Global Strategy.

Inhalt

1. Introduction: Leadership Development in Emerging Markets.- 2. Gerdau's Men of Steel: A Unique Case of Leadership Development in Brazil.- 3. Leadership Development in the Russian Federation.- 4. Leadership Development Models and Practices in India: Review of Literature.- 5. Leadership and Leadership Development in China.- 6. Leadership Development in South Africa.- 7. Developing Leadership Capacity in Indonesian Higher Education.- 8. Organizational Leadership Development in Malaysia: Current Practices, Challenges and Future Potentials.- 9. Leadership Development in Thailand.- 10. Leadership Development in Vietnam.- 11. Effective Leadership and Leadership Development in South Korea: Lessons Learned from Two Large Conglomerates.- 12. Leadership Development in Ghana: A New Look at an Old Concept.- 13. Leadership Development for Frontier Societies: Reflections from Kenya.- 14. Leadership in Saudi Arabia: A MultifacetedPhenomenon.- 15. Exploring Leadership Development in Turkey: Implications for Technology and Innovation.- 16. Leadership Development in the Polish Economy during the Transformation Process: Selected Issues.- 17. The shadows of the past and the hopes of the future: A road towards a comprehensive leadership development in Hungary.