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As China continues to transition into a more mature economy, characterized by a more complex, ambitious and volatile business environment, having the right senior leaders with the right capabilities has become far more important for business success. Over the last 5 years, many foreign businesses with operations in China have transitioned key leadership roles originally held by expats to Chinese managers and leaders. Both multinationals and mid-size US businesses in China are and will continue to rely more heavily on Chinese leaders to drive the success of their China operations.
In this event, a panel of researchers and human resources professionals will discuss a newly released report on the characteristics of Chinese executives, such as management level and age. The report utilizes data from the Management Research Group and provides insights into leadership effectiveness and competency. The panel will also offer practical examples on how they leverage the similarities and differences of top leadership teams within their organizations.
During the event, we will gain insights on the following important questions:
• In what ways are Chinese leaders and American leaders similar and different in their approaches to leadership?
• What distinguishes highly effective Chinese middle management from highly effective Chinese senior management?
• What behaviors can Chinese leaders develop earlier to help them have a greater impact on their leadership role?
• What do we know about perceptions of Chinese leaders that may limit their opportunities to reach their full potential? And, what can we do about these perceptions?
In this event, a panel of researchers and human resources professionals will discuss a newly released report on the characteristics of Chinese executives, such as management level and age. The report utilizes data from the Management Research Group and provides insights into leadership effectiveness and competency. The panel will also offer practical examples on how they leverage the similarities and differences of top leadership teams within their organizations.
During the event, we will gain insights on the following important questions:
• In what ways are Chinese leaders and American leaders similar and different in their approaches to leadership?
• What distinguishes highly effective Chinese middle management from highly effective Chinese senior management?
• What behaviors can Chinese leaders develop earlier to help them have a greater impact on their leadership role?
• What do we know about perceptions of Chinese leaders that may limit their opportunities to reach their full potential? And, what can we do about these perceptions?
Meet the speakers:
Elisa Mallis is the head of executive coaching at Management Development Services. Mallis is an experienced executive coach with a background in Human Capital Consulting, including 10 years as a management consultant within Accenture. She holds advanced degrees in organizational psychology and counseling psychology from Columbia University.
Chris Huang, HRBP of Swiss Re China, focuses on leadership development, workforce planning, coaching, talent management and succession planning. Prior to this, he was the consulting director at Mercer, where he consulted Greater China clients on leadership development and talent management. He earned his PhD in I/O psychology in Stockholm, Sweden.
George Li is the director of human resources at Cummins in China. Li joined Cummins China ABO in August 2006. Early in 2009, he was moved to Filtration BU in Nashville, Tennessee, to serve as HR leader in charge of Europe, Africa and APAC. He returned to ABO organization in August 2010. Prior to joining Cummins, he served in a variety of HR roles in China International Travel Service, KPMG Consulting, Nestle and Elcoteq Networks Beijing. He earned an MBA from the University of East London (2001) and a BA in Labor Economics from the Capital University of Business and Economics (1995).
Elisa Mallis is the head of executive coaching at Management Development Services. Mallis is an experienced executive coach with a background in Human Capital Consulting, including 10 years as a management consultant within Accenture. She holds advanced degrees in organizational psychology and counseling psychology from Columbia University.
Chris Huang, HRBP of Swiss Re China, focuses on leadership development, workforce planning, coaching, talent management and succession planning. Prior to this, he was the consulting director at Mercer, where he consulted Greater China clients on leadership development and talent management. He earned his PhD in I/O psychology in Stockholm, Sweden.
George Li is the director of human resources at Cummins in China. Li joined Cummins China ABO in August 2006. Early in 2009, he was moved to Filtration BU in Nashville, Tennessee, to serve as HR leader in charge of Europe, Africa and APAC. He returned to ABO organization in August 2010. Prior to joining Cummins, he served in a variety of HR roles in China International Travel Service, KPMG Consulting, Nestle and Elcoteq Networks Beijing. He earned an MBA from the University of East London (2001) and a BA in Labor Economics from the Capital University of Business and Economics (1995).
