Showing papers on "Global Leadership published in 1999"

Global leadership skills and reputational capital: Intangible resources for sustainable competitive advantage

Abstract: Executive Overview The global leadership skills of behavioral complexity and stewardship development that contribute to corporate reputational capital are key intangible resources that leverage sustainable competitive advantage in the 21st century. Two lessons at the firm-and industry-level on the impact of inadequate global leadership and wasted reputational capital are examined. Four management practices for improving strategic competitiveness are provided: global leadership skills, executive oversight responsibilities for global corporate reputation, an annual global reputational audit, and global awards and rankings to focus momentum on the key intangible resources for sustainable competitive advantage in the 21st century.

Global Explorers: The Next Generation of Leaders

Abstract: In this age of globalization challenges--from economic uncertainty to emerging markets--there are no mapped out answers for the international manager. Global Explorers guides the global manager from the periphery to the center stage of international business leadership. In a 1997 survey of Fortune 500 firms conducted by authors J. Stewart Black, Allen J. Morrison and Hal B. Gregersen, virtually all companies indicated there was a severe shortage of global leaders. The demand for competent global leaders far outstrips the supply. Global Explorers provides the skills and outlines the competencies future global managers need to fill the leadership gap. Using extensive research, real-life examples, and 130 in-depth interviews with senior executives representing 50 global companies, including IBM, Disney, Exxon and Sony, Global Explorers suggests the reasons for the global leadership shortage, and identifies the necessary skills to compete in the international marketplace. For managers who want to safeguard their corporate future in these changing times, Global Explorers will help them develop a personal program for developing and balancing the skills they need to become successful global leaders.

National Culture and Leadership Profiles in Europe: Some Results From the GLOBE Study

Abstract: Different cultural groups may have different conceptions of what leadership should entail, i.e. different leadership prototypes. Several earlier studies revealed that within Europe various cultural clusters can be distinguished (Hofstede, 1991; Ronen & Shenkar, 1985). Using recent data from the GLOBE project, this article discusses similarities and differences on culture and leadership dimensions among 21 European countries. The results show that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe. Within these clusters, differences in leadership prototypes to a certain extent mirror differences in culture. On the basis of these results it is hardly possible to speak of a single typically European culture or one distinct European management style. However, on some dimensions European scores are different from at least some other regions in the world.

Adaptation to climate change in Bangladesh: future outlook.

Abstract: The human induced climate change is no longer a theoretical concept. There is a global consensus among scientists, professionals, academics, policy makers and strategists that the globe has already committed to certain degree of change in climate system. Climate change will affect all human and ecological systems and socio-economic development activities. Pressure has been mounting on the global leadership to take necessary steps in response to changes in climate system

The Impact of Leadership Style on Global Management Practices1

Abstract: A study was conducted to explore the impact of differences in leadership style on the practice of global leadership and management. Data were collected from 391 senior managers from a global organization and 1,701 of their direct reports, 358 straight-line supervisors, and 266 dotted-line supervisors. ANOVA results indicate that transformational leaders were rated significantly higher on all behaviors by their direct reports than were transactional leaders. Straight-line supervisors rated transformational leaders significantly higher on managing change- and relationship-management behaviors, whereas dotted-line supervisors rated transformational leaders higher on learning orientation. Finally, transformational leaders were significantly more self-aware (greater congruence in self vs. direct reports' average ratings) regarding the practice of these behaviors. implications for future research are discussed.

Developing Leaders for a Global Consumer Products Company

Abstract: The Problem and the Solution. This chapter discusses the strategy used by a global consumer products company to develop the global leaders it will need in the twenty-first century Interviews with top executives identified six compe tencies needed-business savvy, ability to use personal influence, a global per spective, strong character, ability to motivate, and entrepreneurial skills The company's global leadership strategy includes five components-global high- potential program, executive staffing, succession planning, education and feed back, and line management overview The authors conclude with lessons learned for developing global leaders

Leadership Doctrine-Turning Challenge into Opportunity

Abstract: HALF A WORLD from home, Private First Class (PFC) Jarred King stood outside the Bosnian Serb headquarters in Sokolac, BosniaHerzegovina, waiting for his major, who was inside meeting with a group of local faction leaders. A former Bosnian Serb army commander had been arrested and when the Serbs learned of the arrest they were angry. Without warning, an agitated mob descended on King, demanding he give up his weapon. Though surrounded, King refused. Instead, he calmly slung his M-16 rifle, ignoring the taunts and threats of the crowd. After a tense standoff, the Bosnian Serbs released King and his major. When King returned to his unit, the young soldier admitted he had been scared but said he had kept faith in himself and his unit. lie was confident that if something happened, help would be on the way. King's extraordinary display of self-composure and courage say a great deal about the kind of soldiers we have in today's Army. It says a lot about training, values and teamwork-and about the bonds of confidence and trust between leaders and soldiers that yield effective combat units. Building soldiers like King demands quality training, skilled mentors and a strong, positive values-based command environment. These kind of soldiers truly are our credentials. Leadership doctrine is the critical part of the equation and has always been an important part of our successes. It pulls our efforts together, providing focus, purpose and direction. Through 224 years of serving, fighting and dying for their country, American soldiers have learned that the fundamental principles of leadership are important-and that we must have leaders who truly care about their soldiers and understand Army doctrine. Our leadership doctrine continually evolves, and in periods of transition such as that of today, we put great effort into capturing lessons learned and revising doctrine to meet current and future challenges. If you compare our newly revised doctrine-US Army Field Manual (FM) 22-100, Army Leadership-with previous versions, you will find a clear thread of continuity woven through the Army's fundamental leadership principles. You will also find many additions that recognize our changing environment and enumerate the leadership skills, knowledge and attributes our Army will need today and tomorrow. We developed the new FM 22-100 with input from leaders at all levels throughout the Army. I am very pleased with both the development process and the product. It is already starting to draw interest from other organizations, impressed by the Army's leadership model. Developing leadership doctrine does not end with the distribution of the new field manual. We are already addressing the future requirements of Army leadership and the development process we will need for the Army After Next. To investigate the future, we will use the newly designated Strike Force as a leader-development laboratory. Our intent is to explore and test leadership techniques and procedures that will provide the adaptable leaders, soldiers and units we will sorely need in the information age. Change is Leader-Intensive Today's tasks are tough, no question about it. When we got a good look at the post-Cold War world, it did not take us long to figure out we were going to be facing some real leadership challenges-challenges that would be with us for the foreseeable future. Over the past decade, we have learned we should not place much confidence in anyone's ability to accurately predict the future. We cannot be 100-percent sure where America's global leadership role will take us or what missions we will be asked to perform. The Army needs soldiers ready for war and prepared to serve many roles in peace. But most of all, we need leaders who are comfortable with the uncertainties of change and who know how to bring out the best in our soldiers-leadership turns challenges into opportunities. The Army's operations tempo has exceeded our wildest expectations. …

Business Leadership Judgment Integrity and Sustainable Competitive Advantage in the Global Digital Economy

Abstract: To overcome the adverse impacts of overemphasizing external control in business leadership decision making and the adverse global impacts of extreme investor capitalism, the author proposes the development of judgment integrity capacity at both the microeconomic and macroeconomic levels. To address behavioral complexity at the microeconomic level, the author recommends the balanced, inclusive use of four global leadership theories in decision making: leadership rational goal theory, leadership internal process theory, leadership human relations theory and leadership open systems theory. The exercise of leadership by global business leaders implicitly disposes them to parallel ethics theories as they confront moral complexity at the microeconomic level and the opportunity to expand their judgment integrity capacity. To address economic complexity at the macroeconomic level, the author recommends the balanced, inclusive use of four global economics theories in decision making: investor capitalism, regulatory capitalism, managerial capitalism and entrepreneurial capitalism. Possible policy implications are mentioned.

Prototipo de liderazgo en mandos intermedios españoles

Abstract: This paper deals with the most significant results of a research on a pattern of leadership in a sample of 153 Spanish middle managers, 91 from the financial branch and 62 from the food branch. This pattern is set by culture prescriptions and proscriptions, both socially and organizationally. The research is part of an international project called GLOBE -Global Leadership and Organizational Behavior Effectiveness- led by Dr. Robert House in the Wharton School of Management of Pennsylvania University, USA. The research team consists of 170 researchers across 61 countries. The authors of this article are the Spanish researchers of this team. Alpha and Beta Questionnaires were used for data collection. Both questionnaires were designed by an International Committe. The Spanish scientists adapted the questionnaires to the Spanish population using groups of discussion and structured interviews. Data analysis techniques were selected with regard to main hypothesis, split into six predictions. Accordingly, it can be stated that regardless of the organizational leadership style, implicit assumptions on organizational leadership hold a linear relationship with the features of the social and organizational culture that are measured by the nine 'Culture Dimensions'.