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2012, May 23

Managers Vs. Leaders: Tips for the Asian Executive

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Managers Vs. Leaders: Tips for the Asian Executive

by Knowledge@SMU, 28 October 2011

“There are plenty of good managers, but finding a real leader is not that easy,” Fabio Landazabal, vice president and regional director for Asia Pacific at GlaxoSmithKline (GSK), said at a CEO talk organised by Singapore Management University’s Wee Kim Wee Centre.

 
With some 3,800 (and growing) employees in the region alone, the world’s number three pharmaceutical player (by revenue) is paying greater attention than ever in building up its leadership capabilities for its future.
 
For the first half of 2011, the Asia Pacific region (excluding Japan), represented 6.7% of GSK’s US$20.9 billion total turnover. The numbers are climbing. “You are in an incredible growing place,” said Landazabal. “When I started at GlaxoSmithKline, the places to work were in the Western countries. But now, the market is turning to emerging countries.”
 
According to IMS Healthforecasts, emerging markets will account for 28% of global spending on pharmaceutical products by 2015, compared with 18% in 2010. By contrast, the share of developed markets is expected to decrease. Forecasts for the US, for example, suggest a decline to 31% in 2015 from 41% in 2005.
 
Breaking the Asian stereotype
In order to develop their business in Asian emerging countries, international companies need local talent. Yet they struggle to find it.
 
To some extent, Asian supervisors are seen by many Western corporations to be good managers, but poor leaders. It would be easy, for instance, for the assertive and expressive Western manager to interpret the modest behaviour of his or her Asian colleague as being too accommodating and submissive.
 
Another stereotype of the Asian manager is that he or she will often be too rule-abiding to be a leader – a perception that may lead some Western companies to cast Asian managers in roles that may be unnecessarily limiting. Landazabal noted that such perceptions point to a lack of intercultural understanding.
 
“Just look what the Singaporeans have done over 15 years,” he said. “They have turned an emerging market into a developed country.” There are many more examples of such visionary leadership in Asia that Western companies can learn from, he added.
 
But a local manager who succeeds in breaking out of the stereotypes to become a global leader – a ‘glocal’ leader, as Landazabal terms it – should retain an Asian character and think for the local market. “At the same time, he has to connect to the global company with its style of communication,” said Landazabal. Singapore might offer up examples of this, with its conjunction of openness to the world and its mix of cultures, he opined.
 
And beyond culture and communications, the difference between a leader and a manager is that a leader manages people while a manager manages tasks.
 

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Submitted by James Loftcraft on 19 December 2011 - 3:29am

You can always improve yourself by enrolling for an executive leadership development program. The business market of today is a very dynamic environment where changes happen all the time. Who he manages to adapt fastest will always be on top.

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