MDS Newsletter December 2017

01 Dec 2017- 28 Feb 2018

In an era of accelerating change and globalization, the future belongs to the companies that are positioning themselves to provide global solutions for the biggest global challenges and threats. Doing so successfully requires a combination of long-term strategic outlook, a commitment to innovate continuously and a mature global mindset. 

Global mindset capabilities are no longer limited to top teams or selected expatriates. Today, front-line managers are increasingly expected to influence decisions across borders, and are entering the space of global leadership earlier in their careers.

Understanding what differentiates companies that are ‘truly global’ and effectively influencing teams and organizations that are different from your own are key success factors of global leadership. For more views on China Going Global by Elisa Mallis, please click: 
Using the Global Mindset Inventory (GMI®) you will gain a specific and measurable view of your assets and potential pitfalls on the Global Mindset capitals. A strong GMI® score is a proven predictor of success in global leadership positions. 
With the latest case studies (from global stars in China and internationally) and interactive simulations to address your real business challenges, Professor Anil K. Gupta and Elisa Mallis will share cutting-edge models and best practices on what it takes to be truly global.
At the end of this two-day program, you will receive a Certificate of Completion from the Robert H. Smith School of Business, University of Maryland, U.S.A. and have the option to further develop your Global Mindset through tailored Executive Coaching.
For more information and application for early bird discount (10%), please contact or call 010-8441 7710.

Shanghai | June 11 and 12, 2018 | RMB 15,000.00/ participant (including 6% VAT).

Jonathan Wong represented MDS at the 2017 MRG Conference. This year’s theme was “Engage” and included over 70 international delegates. A broad range of clients e.g. Red Cross, LL Beans, Electrolux shared their applications of LEA™ and IDI™ in leadership development. 
Participants shared experiences, participated in focus group discussions and social gathering and gained insights into a deeper level of application of MRG’s Suite of Leadership Development Assessments. Over and above the valuable learning experience, the conference provided great opportunities for networking and intellectually stimulating exchange of ideas. 

Exciting new products launch from MRG

MRG also announced the launch of two exciting products in 2018: Momentum and IDI Team Development Report.
Momentum is an online development tool for LEA™ participants and will serve as an online assistant for personal development planning. The exciting features include, but are not limited to and automatic reminder of action steps, an online “pulse check” to gauge progress from the feedback of observers anonymously, and an online resource guide.
Please contact us if you are interested to participate as a Momentum Beta-test volunteer (at no cost) in English, please contact

Here are some of the research highlights on male and female leadership from MRG (, our US-based leadership assessment and research partner. 
Notes on data-source:
The Leadership Effectiveness Analysis LEA™ model is comprised of 22 specific dimensions of leadership behaviours that are measured against 6 essential functions of the leadership role.
The 6 leadership roles are Creating a Vision, Developing Followership, Implementing the Vision, Following Through, Achieving Results and Team Playing. From a database of 150,000 managers who have completed the LEA360™, MRG located a sample of 1800 managers (globally) and the research matched 900 pairs of male and female managers who:
1. Worked at the same company.
2. Were in the same management level.
3. Held the same position in the same functional areas. 
4. Had comparable number of years of management experience.
Our research showed that in many ways men and women approach the leadership role in a similar fashion. But, we also found significant differences in leadership behavior between male and female managers. To make the results understandable and useful, we have summarized the differences between men and women’s approach to the leadership under two dimensions: 
1. Task vs. Strategy 
2. Expressiveness vs. Constraint 

Task vs. Strategy 
The first dimension looks at orientation toward task, focusing on getting things done, versus strategy, an orientation toward looking at the big picture. What we found was that: 

  • Women tended to be more task and results focused than men. Women scored higher on leadership scales measuring an orientation toward setting high standards of performance and the attainment of results. Women were far more apt to organize work in a structured way, to follow-up to ensure objectives were met, and to push for results. 
  • Men were viewed as more apt to take a strategic approach to the leadership role. Men scored higher on scales assessing an orientation towards strategic planning and business vision. Men appeared to co-workers to be more open to new ideas and willing to take risks. In general, men’s orientation seems to be more thoughtful, considering both lessons from the past and the viability of opportunities for change in the future. 

Expressiveness vs. Constraint 

The second dimension was expressiveness, the willingness to display enthusiasm and be approaching the leadership role in a lively and dynamic way, as opposed to constraint, being more low-key, reserved and thoughtful. 
  • Women are seen to be higher on the expressiveness dimension. They operate with more energy, intensity, and emotional expression, and have a greater capacity to keep others enthusiastic and involved as well. They demonstrate more concern for others, and are more apt to develop close working relationships and be more involved in the development of others. Women can be perceived as more candid and sincere than men. 
  • Men are seen to be more constrained. They are more likely to maintain a low-key, understated and quiet interpersonal demeanor through the control of emotional expressions. They are more apt to deal with issues in an unemotional and objective manner than women. Men are also seen as using language more effectively to persuade others and to build commitment for their ideas and initiatives. 

Measures of Leadership Effectiveness 

In addition to being rated on their leadership behavior, the 1,800 managers in our study were rated by their bosses, peers and direct report’s on three dimensions of effectiveness: 
  • Overall Effectiveness 
  • Business Skills 
  • People Skills 
For full details of the second research, please click here.
For more inquiries on MDS’ Women Leadership and Diversity and Inclusion programs, please email

MDS Hong Kong was honoured to be invited by the Hong Kong Trade and Development Council to host a workshop for their SME members. Robin Ball, Managing Director of MDS facilitated an interactive seminar using the Myers-Brigg Type Indicator® which led SMEs to think about personalities and leadership styles and its impact on building better work and personal relationships. 
Participants were given a chance to understand their own strengths and to be more sensitive to other people’s differences. They learnt how to deploy their leadership strengths in the workplace, be a more confident and collaborative team members and become a better spouse at home.

Jonathan Wong, Principal Consultant of MDS and master trainer for the MBTI® shared a practical session with the alumni practitioners on applying the MBTI® Form M case study. About twenty MBTI® participants exchanged experiences and challenges using the MBTI® instruments. 
Jonathan shared tips and techniques for conducting team analysis, revamping programme design and facilitated a full-programme run-through for Form M. Participants left feeling invigorated and more confident in conducting their own MBTI® training sessions during this value-added TTT session.