In this five-year study journey in Shishukan, I hope I can drink enough knowledge from different fields and set a global mindset. I want to be a qualified global citizen who is very comfortable with diverse cultures and personal transformation, at the same time, to be a specialist who can cope with complex social issues.
Leadership research has been toward a more post-constructive approach over the past two decades, reflecting a theoretical orientation that regards leadership as socially constructed. It questions the stereotyped leadership conceptions from three aspects. First, it advocates that the taken-for-granted individualism in leadership should be rethought. Secondly, it acknowledges the situational property of leadership, arguing that the “universal” assumption of the leadership style overlooks the possibility that one effective type of leadership may not work in another situation. Furthermore, it extends the understanding of leadership development, featuring a great distinction from the leader development. Individuals are no longer purely interested in being effective leaders but they are more concerned with how to productively participate in leadership processes.
With interest in such new paradigm, I am currently focusing on exploring shared leadership and its relationship with gender and organizational cultures. Shared leadership can be defined as “a dynamic, ongoing, mutual and interactive influence process among team members, during which different individuals lead one another to achieve common goals or values.” I aim to apply my research results into ameliorating the gender inequality issue globally and facilitate the development of transdisciplinary studies.