..Leadership Strategies in a Cultural Context

While many other factors will determine the outcome of events in Taiwan, the power of the Connective Leadership strategies used by Shih is evident. Other Stage 2 leaders who could not transcend party lines and who had mainly sat on the sidelines, notably Ma Ying-jeou, who heads the KMT, should perhaps take note.

Because of Shih's age and his recent treatment for liver cancer, media and analysts say the sit-in may be his last public campaign. Shih has also said he expects no personal gain from the demonstration.[4]

In the earlier section on Shih’s Achieving Styles I referred to his scholarly appearance. When coupled with his denial of death act that was described in the above passage, the Chinese see in Shih an all powerful symbol. The ultimate Confucian idea is that of the scholar who dares to transcend death to petition for the emperor to act according to propriety. The Chinese have a special place in their hearts especially reserved for those people who are perceived to exhibit zhongcheng (忠誠), which has somewhat similar meanings to authenticity[3b] but connotes loyalty, and demands a devotion to principle that would end with one’s own death if necessary.

I had planned to add other strategies but they all pale when compared to the one I have just listed. By focusing on this single strategy, Shih has certainly succeeded in sowing the seeds of connective leadership in the hearts and minds of the high school and college students, the mothers and the children they bring with them, the business men and women, the pro-democracy advocates, the pro-reunification die-hards, and the status quo seekers.

For the aspiring connective leaders in different cultures, based on this sample case, I would suggest to look for the Achieving Styles that best fit within the cultural context.

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  • Introduction
  • Table of Contents
  • Methodology
  • Elements of Effective Leadership
  • Strategies for Individuals
  • Muslim Women Leadership Status in the Connective Era>
  • Connective Leadership in the Global Environment
  • Conclusion