The reception of Anglo leadership styles in a transforming society: the case of American companies in Vietnam

Abstract

This article examines the transfer of Anglo leadership styles in a transforming society. It aims to investigate the transferability of two American leadership styles, namely performance-oriented and participative styles, to Vietnamese subsidiaries. Utilising an exploratory case study approach, this article presents evidence of a strong acceptance of these leadership styles, and tries to ascertain whether the adoption of a humane style of leadership in line with Vietnamese traditions is a means of leaders reconciling the cultural gap. Several complexities arise from the transforming nature of the Vietnamese socio-political and economic context. Specifically, the importance of subcultures -particularly those relating to generation -is highlighted. Situational contingencies, such as the skills set of the recipient group, also emerge as important considerations. Finally, the authors call for leadership dynamism as a means of facilitating congruence and adaptability between the leadership styles used and the various contextual complexities encountered in the transfer and reception process. AbstractThis paper examines the transfer of Anglo leadership styles in a transforming society.It aims to investigate the transferability of two American leadership styles, namely performance-oriented style and participative style, to Vietnamese subsidiaries.Utilising an exploratory case study approach, this paper presents evidence of a strong acceptance of these leadership styles, and tries to ascertain whether the adoption of a humane style of leadership in line with Vietnamese traditions is a means of leaders reconciling the cultural gap. Several complexities arise from the transforming nature of the Vietnamese socio-political and economic context. Specifically, the importance of subcultures -particularly those relating to generation -are highlighted.Situational contingencies, such as the skills set of the recipient group, also emerge as important considerations. Finally, the authors call for leadership dynamism as a means of facilitating congruence and adaptability between the leadership styles used and the various contextual complexities encountered in the transfer and reception process.

Communication at the International Workplaces: The Foreign Managers’ Perspective

“…The joint ventures on the other hand were more inclusive and participative. In a more recent study, Vo and Hannif (2013) observed the same. They noted that the local companies may be more autocratic and collective but the multinationals and the joint ventures were decidedly more participative.…”

Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation

“…It is expected that, if properly implemented, management initiative practices are likely to make use of the knowledge, skills, abilities, and willingness of employees to activate their creativity (Fu, Flood, Bosak, Morris, & O'Regan, ). Also of note is that organizations are increasingly becoming aware that people management is central to modern administration management practices (see Cabrera & Cabrera, ; A. Vo & Hannif, ).…”

“…Therefore, Vietnamese firms that wish to pursue innovative HR practices often learn and translate “best practices” into their actual implementation. Finally, Vietnamese organizations now prefer to promote young leaders, who are willing to adopt modern management styles, and thus adopt and implement HRM practices from Western countries (see also A. Vo & Hannif, ).…”

“…Also of note is that organizations are increasingly becoming aware that people management is central to modern administration management practices (see Cabrera & Cabrera, 2005; A. Vo & Hannif, 2013).…”

Leadership and Communication in HCMC, Vietnam

“…Recent studies show the local employees' increasing openness and expectations for work autonomy and participation (Vo & Hannif 2013 …”