Researchonthe Leadership Behavior Of BC Bank During The Process Of Localization And Transformation

Five years following China’s accession to the World Trade Organization(WTO),foreign banks are scheduled to be granted full access to the country’s vast local currencyin December2006. The foreign banks’ competitive attributes, such as size andinternational banking experience, have facilitated their entry into China. These efforts,however, have been countered by the improving competitiveness of Chinese banks.Further prompted by high entry and operating costs in Renminbi (RMB) business,foreign banks have engaged in different strategic responses to these challenges. Allthings considered, it is envisaged that only a very small number of foreign banks will beable to emerge as big players in the Chinese banking market. As a pioneering locallyincorporated bank in Hong Kong, BC bank has been serving customers throughoutHong Kong since1918and has operated continuously in Mainland China since theestablishment of its first mainland branch in1920. Earlier in2007, BC established itswholly-owned, locally-incorporated banking subsidiary as BC China. During theprocess of localization, the senior management inspired their team by using differentleadership approaches to support its business goals and meet changing regulatoryrequirements.Through the years, leadership has been defined and conceptualized in many ways.The component common to nearly all classifications is that leadership is an influenceprocess that assists groups of individuals toward achievement. Specially, in this paper,leadership is defined as a complex process, whereby an individual influences a group ofindividuals to obtain a common goal, and approaches to leadership would be selected toassess how they can be used to improve leadership in real situations.This paper is divided into five chapters. The first chapter is the pre-introduction,which mainly introduces the research background and methods, the research frame andcontent. The second chapter is the relevant theory about leadership and situation theory,which includes the comments for the research at home and abroad, the definition andfeatures of leadership, a review of leadership development, the difference between traitsversus process or situation leadership, the difference between leadership andmanagement, and finally focuses on the process leadership in local foreign institutions.In the thirdchapter,it introduces the leadership style and behavior during BC bank’s development,how the leadership works during the two crucial periodsincludingBCChina’s establishment and transform, and why these leadership approaches be used atthe certain situation. Based on these, in the fourth chapter, a more effective leadershipmode which may generally suits for local foreign institutions works out. In this chapter,italso mentions that the future leadership should be developed in the more changeableand tough situation.The fifth chapter is the conclusion, which summarized the researchof the paper, and pointsout the research deficiencies and the improvements.