Abstract
In order to understand the importance of human resources management and to see how it is influenced by cultures and nations, this study is to compare in two really different countries such as Sri Lanka and China. The transition towards a socialist marketoriented economy has presented many challenges to both China and Sri Lanka. One of the key human resource challenges has been to develop business leadership skills in a flexible, timely and cost-effective manner. This paper focuses on the self-initiated approach to professional development that has been introduced by managers at a grassroot level to improve business leadership (referred to as self-development). Given the limited research on self-development in China and Sri Lanka, the intention of this paper is to enrich understanding of why managers in a complex and dynamic transitional environment undertake self-development activities. The findings of this study suggest that there is no ‘one-size-fits-all’ paradigm to understand self-development across contexts. First, the western model of leadership competencies at the different management levels do not necessarily fit the needs that managers are targeting in their self-development activities in China and Sri Lanka. Second, despite some similarities between China and Sri Lanka, the Chinese managers were more interested in technical leadership skills than the Sri Lankan managers whose self-development foci were centered on improving their moral standards. Such differences highlight each country’s stage of economic and social development while reinforcing the influence of contextual factors. It also suggests that self-development is best understood as a process within a specific context.
Highlights
The transitional economies of China and Sri in Southeast and South Asia
Chinese and Sri Lankan managers agreed that the emphasis on being successful, that is, through maintaining a formal leadership position, is reinforced by the normative value: ‘bringing prestige and honour to one’s family and clan’
This provides a meaningful framework for identifying patterns, examining plausibility and enabling conclusions to be drawn concerning the process through which managers perform self-development to improve their leadership skills
Summary
As China and Sri. Lanka have achieved remarkable growth since Lanka continue to advance and grow, having they separated from the old-style command the right managers in place with the right economy and embarked on a transformation leadership skills has never been so important. China and Sri Lanka’s rapid economic growth, coupled with continuing reforms, means that developing leaders that can cope and thrive in a growing but volatile market has become a pressing imperative. For the Chinese sector to prosper, the recent National program. For both countries, a short history of exposure to an open market has meant that there is a lack of experience in predicting, training and developing the leadership skills that are compatible with a market-oriented economy. The existing programs are not comprehensive enough to develop the required business leadership skills – as they are often theory-driven and do not align with organizational needs (Benson, Gospel & Zhu, 2013; Goodall & Warner , 2009)
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