So, along with a lot of other things, the development of the leadership style of Chinese CEOs is actually a very recent phenomenon. China’s State-owned Enterprises enjoy a fair degree of controversy these days. One thing about the leaders of the biggest SOEs is that they have management experience in a wider range of organizations than most international company CEOs. Many have done stints as provincial, municipal, and central government leaders, either on the government or party side, or both.
所以,随着形势的发展,中国CEO领导模式的形成其实只是最近的事。眼下,围绕中国国企的争论相当多,其一就是大型国企的领导比跨国企业的CEO拥有更多的组织管理经验,他们很多人都曾担任过省、市和中央一级的政府或党内领导,或者党政职务一肩挑。
In many respects, this is a strength, although it tends not to produce leaders with a humble style of interaction with internal and external communities. To some extent, these leaders are by necessity following a script on style and substance, as compared with their counterparts in China’s fast-growing non-State sector. Being accessible to stakeholders at a lower level, or those external to their organization, is not necessarily something they are accustomed to or experienced with.
虽然从很多方面这都不失为一种优势,但在内外交往中却很难塑造出态度谦逊的领导。某种程度上,这些领导和中国快速发展的非公企业老板相比,从表到里都不可避免地遵循着一套固有模式,对下级或外部人员平易近人不是他们已经惯熟的那一套。
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