Leadership development in the cross-cultural context of China: Who really cares?

We address the challenges of developing Chinese leaders in multinational companies (MNCs) from the perspective of the leaders themselves. We focus on the consequences of perceptual differences across cultures. Based on interviews with Chinese high-potential managers (HPMs), we find that differing perceptions of care and leadership impact the perceived quality of global talent management (GTM) and work practices. We conclude that from a Chinese perspective western MNCs are relatively effective in human capital and leader development, but weaker in terms of attention to social capital and leader ship . We make recommendations for how Chinese managers in MNCs might be more effectively developed into global leadership roles. • We problematise the notion of leadership care in a cross-cultural context and extended the theory of problematisation. • We analyse leadership development in China through ‘human-' vs. social capital’, and 'leader-' vs.‘leadership development’. • Differing cultural perceptions of care and leadership shape global talent management and work practices in MNCs in China. • Our model shows western MNC leaders foster human capital well, but struggle with social capital as per Chinese norms. • We advise on leadership, relationships, and cultureto help Chinese MNC managers transition into global leadership roles. • We extend the theory of problematisation to include the concept of 'found problematisation.