Managerial leadership within Vietnam’s transition

Abstract

Vietnam’s transition towards a market orientation has generated many changes in cultural values, competing demands and diverse expectations related to managerial leadership. This study makes a timely contribution to both theory and practice by exploring what makes effective leadership in the Vietnam’s context. Taking into account ‘universalistic’ and ‘contextual’ perspectives, this study addresses two research questions regarding the characteristics of indigenous leadership in Vietnam and its interaction with coexisting cultural values and norms in the country’s transition. These research questions were examined based on 48 qualitative interviews conducted across a broad spectrum of domestic-private, foreign-invested and state-owned companies. Study findings enrich the understanding of indigenous interpretations of the leadership phenomenon and provide support for context-specific examinations of general management leadership issues in transitional economies.