Two studies in Singapore reveal differences in the definition of leadership humility between Eastern and Western cultures. These unique humility dimensions included leading by example, empathy and approachability. In recent years, humility has become increasingly accepted as a central feature of great leadership. Defining humility can be a challenge, as different thinkers focus on different positive characteristics once defined in negative terms of feelings of insignificant or inferiority, humility is now nearly unanimously defined as a positive trait. Empathy and kindness towards subordinates, a willingness to admit mistakes and admit the need to learn, and highlighting the contributions of others are some of the positive characteristics of humble leaders often cited.
8 Characteristics of Great Leaders
Jeff Bezos's Leadership Style, Personality Characteristics, and Business Tips
What makes a great leader? Although the core ingredients of leadership are universal good judgment, integrity, and people skills , the full recipe for successful leadership requires culture-specific condiments. Depending on the cultural context, your typical style and behavioral tendencies may be an asset or a weakness. In other words, good leadership is largely personality in the right place. Below we review six major leadership types that illustrate some of these findings. The synchronized leader. In order to ascend the organizational ranks, such leaders must seek consensus on decisions and drive others through a keen process orientation.
Why Asia's Leaders Still Have To Become Global Leaders
We in Asia are living in exciting times, with the region a powerhouse of economic growth. At the very core of such incredible economic development are business leaders who create, sustain and develop companies that drive growth in Asia. What are the leadership styles of an Asian leader? Do leaders in all the region's countries display across-the-board similarities?
It's easy to generalize about Asia economies are growing rapidly, nationalities vary widely, distances are long but in many organizations the challenges companies face are similar or identical to those in other countries. I met with banks, hospitality companies, a few government agencies, and a variety of insurance and financial services institutions. Most companies face tremendous leadership gaps. We did a workshop on high-impact leadership development in Hong Kong and most of the large organizations there are quite advanced in their thinking. Questions were interesting: Do competency models vary by country?