Looking for a specific type of document? Go here. Hide - List by document type - Articles Booklets Client Research Results Client Stories on Video Client Successes Guidebooks Infographics Points of View Recorded Webinars Trend Research Webinar Series White Papers & Monographs filter by topic ┓ Latest Assessment Behavioral Interviewing Competency Management Employment Testing Global Leadership Health Care Hiring Identifying Potential Leadership Development Leadership Pipeline Manufacturing Performance Management Succession Management Talent Management ┏ filter by type Articles Blogs Research Success Stories Webinars [Share] Finding the First Rung in China and India Download the PDF New DDI research shows that frontline leaders in China and India are not as ready as their U.S. counterparts. High growth and fierce competition for talent has forced multi-national companies to promote individuals who are not ready into frontline leader positions. Once they are in the positions, MNCs have an incomplete understanding of the kind of development those individuals need, and a lack of specific development plans and coaching resources to address those skill gaps. This study of 482 frontline leaders in China and 891 frontline leaders in India explores why. Major findings from the study: More leaders in China and India possess deficiencies in core leadership skills than their U.S. counterparts. Technical experts—the primary source of new leaders in both countries—are significantly more likely to possess these gaps. Despite these gaps, leaders in China and India are more confident in their leadership skills than their U.S. counterparts. About half of leaders in China and India don’t have formal development plans and don’t have enough time to devote to their development as a leader. For more from this study, read Finding the First Rung in China and India.