Asian leadership model: A case of Mongolia

Abstract

Over the past decade, foreign investors have become more interested in Mongolia because it was recognised to be one of the Global Growth Generators or «3G» countries. One of the issues of doing business internationally is the effect of the characteristics of national management models in the context of cross-cultural management. Every country’s culture has its key values which predetermine the behaviour of its bearers. This is the reason why leadership in every country has its own cultural ground and different ideas related to the authority and management hierarchy. Numerous research works on cross-cultural management identify national models of management and leadership which are inherent to certain countries. Yet, not all of the characteristics of the Mongolian management model in the context of cross-cultural management have been researched as Mongolian culture differs significantly from national cultures of other Asian countries such as Japan and China. This research emphasises the significance of national culture which makes management style unique in every country. The authors of the article analyse characteristics of the Mongolian management model in cross-cultural context, as well as common features typical of Mongolian and other Asian management models in the context of national culture. The results of the research show the main characteristics of the Mongolian leadership model and its most significant differences from the Japanese and Chinese models of the Asian Group, which are the aim to live in harmony with the environment (nature), preservation of traditional and agrarian lifestyle, dominance of a democratic management style with the huge authority of the chief over subordinates. The results of the research will be the basis for the development of practical recommendations to maximise the synthesis of the Mongolian leadership model with other models in case of their interaction.