000723438 000__ 05808cam\a2200589Ii\4500
000723438 001__ 723438
000723438 005__ 20230306140339.0
000723438 006__ m\\\\\o\\d\\\\\\\\
000723438 007__ cr\cn\nnnunnun
000723438 008__ 140818t20142015sz\a\\\\ob\\\\000\0\eng\d
000723438 019__ $$a902415972
000723438 020__ $$a9783658068646$$qelectronic book
000723438 020__ $$a3658068647$$qelectronic book
000723438 020__ $$z9783658068639
000723438 0247_ $$a10.1007/978-3-658-06864-6$$2doi
000723438 035__ $$aSP(OCoLC)ocn887743243
000723438 035__ $$aSP(OCoLC)887743243$$z(OCoLC)902415972
000723438 040__ $$aGW5XE$$beng$$erda$$epn$$cGW5XE$$dN$T$$dCOO$$dYDXCP$$dCOD$$dOCLCF$$dEBLCP$$dDEBSZ$$dOCLCO
000723438 043__ $$ae-gx---$$aa-cc---
000723438 049__ $$aISEA
000723438 050_4 $$aHD57.7
000723438 08204 $$a658.4/092$$223
000723438 1001_ $$aWang, Jingjing,$$eauthor.
000723438 24510 $$aGlobalization of leadership development$$h[electronic resource] :$$ban empirical study of impact on German and Chinese managers /$$cJingjing Wang ; with a foreword by Prof. Dr. Torsten M. Kühlmann.
000723438 264_1 $$aWiesbaden :$$bSpringer Gabler,$$c[2014]
000723438 264_4 $$c©2015
000723438 300__ $$a1 online resource (xxxiv, 426 pages) :$$billustrations.
000723438 336__ $$atext$$btxt$$2rdacontent
000723438 337__ $$acomputer$$bc$$2rdamedia
000723438 338__ $$aonline resource$$bcr$$2rdacarrier
000723438 4901_ $$aInternationale Wirtschaftspartner
000723438 500__ $$a"Dissertation University of Bayreuth, 2014."
000723438 504__ $$aIncludes bibliographical references.
000723438 5050_ $$aForeword; Preface; Contents; List of Abbreviations; List of Figures; List of Tables; 1. Introduction; 1.1. Research Rationale; 1.2. Aims of the Study; 1.3. Line of Action; 2. Effective Leadership and Cross-Cultural Variation; 2.1. Leadership -- a Global Phenomenon; 2.2. The State of Leadership Theories; 2.3. Leader Versus Manager; 2.4. Cross-Cultural Leadership Research; 2.4.1. Generalizability of the Western Leadership Theories; 2.4.2. Development of Cross-Cultural Leadership Research; 2.5. Values as an Indicator of Societal Culture and Two Examples of Values; 2.5.1. Rokeach Values
000723438 5058_ $$a2.5.2. Schwartz Values2.6. Examples of Varied Effective Leadership Practice; 2.7. Full Range Leadership Model -- a Universal Perspective; 2.7.1. Transformational and Transactional Leadership; 2.7.2. Further Development to a Leadership Model; 2.7.3. The Universality of the Full Range Leadership Model; 2.8. Chinese Culture and Leadership; 2.8.1. Chinese Culture; 2.8.2. Leadership Made in China; 2.9. German Culture and Leadership; 2.9.1. German Culture; 2.9.2. Leadership Made in Germany; 2.10. Empirical Comparison between China and Germany; 2.10.1. Findings Based on Schwartz's Cultural Values
000723438 5058_ $$a2.10.2. Findings Based on the GLOBE Study2.11. Cultural Convergence, Divergence or Crossvergence; 3. Learning Approaches for Leadership Development Programs; 3.1. Instructional Learning; 3.2. Constructivist Learning; 3.2.1. Baseline of Constructivism; 3.2.2. Constructivist Approaches; 3.2.3. Constructivist Principles for Adult Education in Germany; 3.3. Constructivist Principles for Chinese Learners; 3.3.1. How Chinese Learners Learn; 3.3.2. Applicability of Constructivist Principles for Chinese Learners; 4. Impact of Leadership Development Programs
000723438 5058_ $$a4.1. Measurement of Programs' Impact and Transfer4.1.1. Kirkpatrick and Alliger et al.'s Measurement Model; 4.1.2. Baldwin and Ford's Transfer Process; 4.1.3. Burke and Hutchins' Affecting Variables; 4.1.4. Holton's Learning Transfer Diagnostic Model; 4.2. Effectiveness of Development Programs; 4.2.1. Effect Size as an Effectiveness Index; 4.2.2. Magnitude of Effectiveness; 5. Multi-Perspective Rating; 5.1. Multi-Perspective in Performance Ratings and Explanations; 5.1.1. Low Convergence of Multi-Raters; 5.1.2. Affecting Factors in Multi-Perspective Ratings
000723438 5058_ $$a5.1.3. Socio-Culture as a Factor Affecting Raters5.2. Multi-Perspective in Training Effect Size; 6. A Global Leadership Development Program and Research Assumptions; 6.1. The Global Leadership Development Program (GLDP); 6.1.1. The Contents of the GLDP; 6.1.2. The Learning Approaches of the GLDP; 6.1.3. Process and Learning Goals of the GLDP; 6.2. Needs Analysis in China A Qualitative Analysis; 6.3. Identification of Research Topics and Development of Hypotheses; 6.3.1. Category A: Values of German and Chinese Leaders; 6.3.2. Category B: Effective Leadership in Germany and in China
000723438 506__ $$aAccess limited to authorized users.
000723438 520__ $$aIt is generally understood that some effective leadership behaviors of Chinese managers differ from those of Western managers. It has also been debated controversially whether Chinese learners can benefit from Western learning approaches. Taking these two aspects into consideration, Jingjing Wang examines whether a global leadership development program from Western countries has as much impact on Chinese managers as on Western managers. She conducts the empirical study within one global corporation originating from Germany and the data were collected from Germany and China. Based on the core r.
000723438 588__ $$aDescription based on online resource; title from PDF title page (SpringerLink, viewed August 18, 2014).
000723438 588__ $$aDescription based on print version record.
000723438 650_0 $$aLeadership$$vCross-cultural studies.
000723438 650_0 $$aManagement$$vCross-cultural studies.
000723438 650_0 $$aManagement$$zGermany.
000723438 650_0 $$aManagement$$zChina.
000723438 77608 $$iPrint version:$$aWang, Jingjing$$tGlobalization of Leadership Development : An Empirical Study of Impact on German and Chinese Managers$$dDordrecht : Springer,c2014$$z9783658068639
000723438 830_0 $$aInternationale Wirtschaftspartner.
000723438 852__ $$bebk
000723438 85640 $$3SpringerLink$$uhttps://univsouthin.idm.oclc.org/login?url=http://link.springer.com/10.1007/978-3-658-06864-6$$zOnline Access$$91397441.1
000723438 909CO $$ooai:library.usi.edu:723438$$pGLOBAL_SET
000723438 980__ $$aEBOOK
000723438 980__ $$aBIB
000723438 982__ $$aEbook
000723438 983__ $$aOnline
000723438 994__ $$a92$$bISE