Gender does not appear to be a significant factor in predicting leadership style among executives inAsia. Heidrick & Struggles found no significant difference in the distribution of leadership style of senior executives who are male compared to their female counterparts.
Heidrick & Struggles study identifies two leadership styles significantly more likely to be found in Asia-based executives—both geared toward involving others and maximizing team performance
Research by Heidrick & Struggles, a premier provider of executive search, leadership consulting and culture-shaping services, indicates that senior business leaders based in Asia demonstrate team-focused leadership styles to a greater extent than their peers globally.
Analyzing data from the firm’s proprietary assessment tool, Leadership Signature®, researchers at Heidrick & Struggles found that significantly greater percentages of senior executives based in Asia favour the “Energizer” and “Harmonizer” leadership styles than did senior executives as a whole globally.
“Over the past few years, globalization and disruptive technologies have changed the skills required to be an effective leader. At Heidrick & Struggles, we have moved beyond assessing leaders by their personality type and past achievements. We also look at their leadership styles, cultural fit and agility, using a data-driven, scientific approach,” said Steve Mullinjer, Regional Leader of Heidrick & Struggles Asia Pacific.
“At the onset of the Fourth Industrial Revolution, it is essential for leaders to understand their leadership blind spots, while further improving their leadership flexibility and agility, in order to operate effectively in a highly Volatile, Uncertain, Complex and Ambiguous (VUCA) world,” Mullinjer said.
The Energizer and Harmonizer leadership styles are two of the most team-centered among eight primary styles identified in the firm’s proprietary Leadership Signature® methodology:
For this study 1,440 executives currently based in Asia were compared with more than 5,900 executives globally in the Leadership Signature® database.
Notably, among leaders currently based in Asia, the research found that those executives who grew up in the region showed a significantly higher tendency towards the Energizer and Harmonizer styles than those who grew up elsewhere.
Executives born in other continents who are now based in Asia have a similar distribution of leadership styles as executives as a whole globally.
“Our research supports the idea that country of origin predicts, to a certain extent, how people lead,” said Karen West, Partner, Global Leadership Consulting Practice at Heidrick & Struggles.
“Those who were raised in Asia and currently work there are much more likely to tend toward the Harmonizer and Energizer leadership styles. To a large extent, their style of leadership reflects cultures that focus on the good of the group as opposed to individual performance.”
“It’s important to note that there is no such thing as a ‘right’ or ‘wrong’ leadership style, and in fact individuals are likely to be able to access every style to a varying degree,” West added.
In addition to this analysis within the Leadership Signature® database, Heidrick & struggles surveyed 311 senior executives in Asia, including 215 at Senior Vice President level or above. Among the findings from the study:
The eight archetypes of leadership at a glance:
The leadership advisory firm announced the findings of its research at the World Economic Forum (WEF) “Annual Meeting of the New Champions” in Tianjin. Heidrick & Struggles is a strategic partner of WEF.
It’s time you decide the best suited leadership style for your organizational demands. Which leadership style and archetype do you closely associate yourself with? Do write back.
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