In the midst of Asia’s growing presence in the global marketplace and politics, there is a unique opportunity and responsibility to contribute towards fostering global growth and sustainable development. Learn more about how we are committed to the practice of teaching and learning as a means to promote positive change.
Turning 40 last year certainly put me into deep reflection mode. I realized that it has been some time since I have thought about who I was becoming, where I was, and the work I was doing.
Leadership is said to have a multiplier effect, probably because it’s contagious. What is it that leaders do that creates more leaders? Since leadership is an activity or practice not dependent on title or authority, it can be taught.
While it is a region that boasts 50% of the Fortune 1000 companies and 69% of the world’s natural resources, it also has 8 out of 10 of the most heavily militarized zones in the world and harbors 56% of the world’s poverty-stricken.
For the first time the Center for Asia Leadership (CAL) will be bringing the Asia Leadership Forum (ALF), a venue to explore leading-edge 21st leadership frameworks and ideas, as taught by Harvard professors, to Kuching, the seaside capital city of Sarawak, on May 10 at the Borneo Convention Center.
What kind of leadership does it take to initiate change and thrive in a highly unpredictable and unstable landscape?
“What is really holding you back?” This was the main question Harvard Teaching Fellow Umar Shavurov posed to participants at the Asia Leadership Conference on March 1, at Sunway University.
H.E Mr. Sun Chanhol, Senior Minister of Cambodia's Ministry of Public Works and Transport, was all praise for the Center for Asia Leadership's Adaptive Leadership training on Feb. 11 to 16 for his office’s government officials.
“Be the head, not the tail nor anything in between.” This seems to be what Asian parents keep on telling their kids. For every parent, their child was “born to be a leader.”
Companies collapse because of a combination of complex factors that somehow come together to form the perfect storm. The obvious answer is that companies did not have the hustle to stay ahead of competitors. More difficult to recognize behind company failures is the powerful influence of values, attitudes, and culture.
One is living proof that prosperity is not the end all and be all of the national aspirations. Another is wracked by the undeniable deadweight of affirmative action for a racial majority. The third has been known as the “Sick Man of Asia” for decades after being an economic star in the 1960s, second only to Japan. Is there a common thread running through these three distinct narratives?