In an ever more globalized business environment, how can culturally diverse teams learn to work together? Global markets are increasingly taking advantage of the strength and economic advantages of a diverse global workforce. It is common on international projects to find multi-cultural teams located in multiple countries. It is for these reasons that it is really important, foreach of us to understand the ideal of leadership from our own culture, so that it twill help us understand how and why those managers succeed so well in our culture. Would the same technique be as successful in other cultures?
In order to answer those questions we have been asked to compare two successfulleaders : one from our own culture and one from Taiwan. That comparison will help us tounderstand if they are some common characteristics, independently the culture, that would be useful to successful managers. It is logigical that leadership styles may vary among different countries or cultures. European managers, for example tend to be more people oriented than Americans or Japanese managers.
B. Wang Yung-ching
Wang Yung-ching was an influential entrepreneur who founded a largebusiness empire in Taiwan. According to the 2008 Forbes survey, he was the 178th richest person in the world with an estimated net worth of US$5.5 billion.He was born in Hsintientownship in Taipei County, Taiwan. Despite lacking any formal schooling beyond elementary school, he was ranked 2nd in the Forbes list of Taiwan's Richest.
Wang served as the chairman of the board of Formosa PlasticsCorporation, one of the largest plastic manufacturers in the world, until June 2006, when he stepped down at the age of 89. He remained chairman of the boards of Nan Ya Plastics Corporation, Formosa Chemistry & Fibre Corporation, and Cyma Plywood & Lumber Co. Ltd, but indicated his intention to gradually resign from these positions to retire. He was chairman of Ming-chi Institute of Technology, ChangGung Memorial Hospital, and Chang Gung University. He had been a vocal supporter of the Three Links between Taiwan and China.
People liked to call Wang "the God of Business Management." Attaining such celestial prestige seems to be a mission impossible for ordinary people. Yet a closer analysis shows that Wang combined various leadership traits in himself. Everyone can learn something from him.According to the common wealth management Wang was one of the most admired person in Taiwan. They even said in 1998 that he was the most influential person among 200 in Taiwan in recent 400 years. How did he succeed to achieve that?
He had foresight. In fact, the 1980s he became the first Taiwanese entrepreneur to massively invest in the United States. Moreover, he practiced what he preached.Wang liked to admonish his subordinates and family members to "work hard, be down-to-earth," principles that he personally implemented rigorously in all spheres of his life.
According to Kurt’s Theory, Wang’s leadership style was an autocratic one. Indeed Wang was known as a very strict person. He once said: “Pressure is not enough, you could be successful only if you had suffered”. Wang was harshon his managers, because he wanted them to be as tough as roaring tigers on their subordinates. But he was fair, and required his children to work hard without complaint like anyone else if they wanted to become members of the successor team.
His strict pressure infiltrated the organization and helped shaping and building the organizational culture. Forty years ago, when even Americanmanagement gurus had not yet invented the term "corporate culture," Wang was already busy establishing a distinct Formosa Plastics culture. Wang would personally train and lecture every newcomer to the company. Formosa Plastics Corp. chairman Lee Chih-tsuen still remembers that after joining the company, he had to work on Saturdays until 9 p.m. Then he would jump on a night bus to Taipei to attend...