1. “Leaders are born, not made” – Discuss this statement in a cross cultural context 2009/2010
2. What is the meaning of leadership? Are western theories of leadership relevant to non-Western cultural settings? Illustrate with examples.2009/2010
3. Are Western theories of leadership relevant in Non-Western cultural settings? Illustrate with examples. 2008/2009
4. Leadership is critical for the success or failure of international operations, and what is effective in one country might be considered as ineffective in another culture. Select two leaders from two different cultures and compare and contrast their leadership styles. Explain why ...view middle of the document...
He said that that the fact he had the experience of being raised in different countries – not by choice, but by coincidence because of his family circumstances – had helped him in life a lot.
What he has accomplished can be a lesson for other global leader
“I would say even though the term today is not very popular, love the country and love the culture in which you are in. And try to learn about its strengths, don’t focus on the weaknesses, and make sure that all the people you are transferring with you are of the same opinion.”
“I think one of the basics of transcultural leadership is empathy.”
He stresses the importance of cultivating a certain mindset or character that truly enjoys the challenge of living in new environments:
“If you have to work and particularly do something significant in a country it is much easier if somehow you connected with the country and you like the country and you respect the people and you are curious about the culture.”
When Ghosn went to Japan, he had some ideas about the culture, he says, such as the language and the food. But he found there were some concepts that were totally new to him – such as walking into an elevator before a woman. He says that while it would be considered “very gross” in a Western country, not to do so could be deemed to violate the code of Japanese culture.
While his task was to help revive an icon of the Japanese car industry, he says, the experience wasn’t simply about performing a job – it was about discovering a new culture and it was very rewarding.
“When you have a very diverse team – people of different backgrounds, different culture, different gender, different age, you are going to get a more creative team – probably getting better solutions, and enforcing them in a very innovative way and with a very limited number of preconceived ideas.”
On gender equality, the CEO says that when he started at Nissan, only one per cent of the top management at Nissan were women. While that was twice as good as his competitors, he was determined to increase the number of women in management still further. Today the number of women in management is five per cent, and the objective is to raise that figure to ten per cent.
Ghosn says that although such targets are good, it’s more important to set a lasting, achievable trend for women that will prove that diversity delivers.
At the INSEAD Leadership Summit, sustainability was the major theme and Ghosn spoke extensively about how the Renault-Nissan alliance is aiming to manufacture electric cars. And the market potential is large, he says, with estimated demand for ten million such vehicles.
He told INSEAD Knowledge that although he likes the concept of vehicles running on hydrogen, for now he’s sticking with the electric car. “It’s not easy to produce hydrogen and it’s not easy to distribute hydrogen today.”
“So it’s going to take awhile before you can establish a network for the distribution of hydrogen. In the...