Much of the research on global leadership focuses on specific traits that managers and leaders should possess. While the literature acknowledges the importance of cultural differences in influencing both leadership and followership, it largely ignores differences in cognitive processes that can influence how attitudes are developed and behaviours are manifested in local environments as they relate to leadership. With this in mind, this paper examines the role of culture and cognitive processes in leader behaviour, and works to explain why such differences exist across regions. The example of China is used to illustrate the validity of this approach. Implications for research, theory development, and management practice are discussed.

This special issue includes a selection of articles presented in this Symposium. But the topic as a whole was more than facing the crisis. It also included the idea of moving toward a new humanistic synthesis for business. Three articles included in this issues deal with the "separation thesis" from different perspectives and posit alternatives. The first rejects the "separation thesis" and states that if social scientists take natural science as a model, they may err in their predictions and may offer facile ethical views. The next article focuses on academic research on business ethics, which includes two perspectives: descriptive and normative. The third article, addresses the tenuous relationship between economics and ethics. The fourth article is a conceptual article which also tries to reconcile economic and moral arguments. The following two articles advance toward a new humanistic synthesis by considering the relational aspect of business relationships. Another article suggests that the dynamics of the structure of human action enable us to link the organizational level of institutions, norms, and culture of the firm which enhance and uphold the possibilities of individual action based on personal virtues. The last article deals with Corporate Social Responsibility, focusing on its technical and political perspectives.

The article explores the implications of culture and work motivation for managing and motivating employees. Culture affects how executives interact with the macro aspects of organizations like mission, strategy, and structure. Aside from the constant changes of managerial role and handling of strategic planning as businesses move across borders, these also apply for workers themselves. Social norms also play a significant role in determining worker motivation.