案例名称:
放之四海而皆准? K公司海外市场部的跨文化领导难题
译名:
The cross-cultural leadership problem of K Company's overseas Marketing Department
中文关键词:
跨文化领导;高低语境文化理论;内隐领导理论
英文关键词:
Cross-cultural leadership High/Low context theory Implicit leadership theory
中文摘要:
K公司是一家消费电子企业,随着国内市场日趋饱和,公司正逐步扩展海外市场,寻求新的销售增长点。李泽作为K公司国内营销部门负责人,凭借在大中华区出色表现,很快升任美国西雅图分公司市场部总监。一展宏图之际,李泽的西雅图履职之旅却遭遇了始料未及的挫折,以往得心应手的领导方式却在新团队中引发了不小的风波。本案例展现了跨文化情境下领导力有效性发生变化的现象和跨文化领导-部署沟通中出现的问题,意在引导读者对文化价值观多样性、领导行为在不同文化当中的有效性进行探讨,并使读者在探讨过程中深入认识到文化对下属领导原型的塑造作用,加深对内隐领导理论等领导力理论的理解。
英文摘要:
K Company is an electronic enterprise. With the increasing saturation of the domestic market, the company is gradually expanding the overseas market and seeking new sales growth points. As the head of the domestic Marketing Department of K Company, Li Ze was soon promoted to the marketing director of the Seattle branch of the United States by virtue of his outstanding performance in China. However, Li Ze's trip to Seattle was met with unexpected setbacks and his previous leadership style caused a lot of trouble in the new team. This case shows the phenomenon of changes in the effectiveness of leadership in cross-cultural situations and the problems in cross-cultural leader-deployment communication. It aims to guide readers to discuss the effectiveness of leadership behaviors in different cultures, and make readers deeply understand the role of culture in shaping subordinates' leadership archetypes during the discussion.
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