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How Connected Leadership Helps to Create More Agile and Customer-Centric Organizations in Asia

  • Simon Hayward
  • Barry Freeman
  • Alison Tickner
Chapter

Abstract

In the globally connected world in which managers operate, the need for more agility and customer-centric ways of working is well established (Ipsos and Cirrus, 2015). This chapter describes how we have taken research into creating more agility and customer-centricity in the UK and explored its relevance to managers in the context of Asian businesses. The original research identified the six factors of connected leadership which are based on a combination of distributed (and shared) leadership, authentic leadership and complexity leadership theories. The second stage research identified how they are also relevant to the transition of Asian businesses as they become more agile and customer centric in the globally connected twenty-first-century world. We found that approaches to values and authenticity vary culturally, and this is a barrier to confidence in doing business across regions. We also found that the issue of ‘saving face’, prevalent in many Asian markets, is a significant barrier to transforming organizations and this is likely to hold back Asian business transformation if not addressed in a constructive and inclusive way.

Keywords

Connected Leadership Transition Shared Face 

Notes

Acknowledgements

We would like to acknowledge the support and insight of many people, including our clients across both Europe and Asia, our coaching colleagues and our wider group of colleagues in Cirrus.

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Copyright information

© The Author(s) 2017

Authors and Affiliations

  1. 1.CirrusMelbourneAustralia

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