Showing papers on "Global Leadership published in 2009"

From Experience to Experiential Learning: Cultural Intelligence as a Learning Capability for Global Leader Development

Abstract: Although international assignments are recognized as important mechanisms for developing global leaders in organizations, existing research has focused primarily on leaders' performance during inte...

The Network Challenge: Strategy, Profit, and Risk in an Interlinked World

Abstract: 49 Introduction 50 Leadership Across Cultures 51 Culture and Leadership Styles: The Globe Project 55 Building a Strong Organizational Culture: The Honeywell Way . . . . 59 Conclusions: Building Cross-Cultural Leadership 62 References 63

Business Leaders as Citizens of the World. Advancing Humanism on a Global Scale

Abstract: As the world is getting increasingly connected and interdependent it becomes clear that the world’s most pressing public problems such as poverty or global warming call for cross-sector solutions. The paper discusses the idea of business leaders acting as agents of world benefit, taking an active co-responsibility in generating solutions to problems. It argues that we need responsible global leaders who are aware of the pressing problems in the world, care for the needs of others, aspire to make this world a better place, and act in word and deed as global and responsible citizens. The argument is structured as follows: first, in highlighting some leadership challenges we discuss why it takes a responsible, global, and ultimately cosmopolitan mindset to enhance human values on a global scale. Second, we define more specifically responsible global leadership and the (potential) role of business leaders acting as agents of world benefit. Third, drawing on latest research on cosmopolitanism, we discuss the hallmarks of contemporary cosmopolitanism. Fourth, and concluding our argument, we propose key cosmopolitan business principles to help leaders build a more inclusive world.

Managerial implications of the GLOBE project: A study of 62 societies

Abstract: This paper provides an overview of the GLOBE project, a comprehensive study of leadership and culture in 62 societies and discusses the practical implications of the study for managers and leaders The GLOBE study identifies nine cultural and six leadership dimensions and was designed to examine a number of theoretical propositions and research questions This paper, while emphasizing aspects of the study from the Asia Pacific region, highlights six major managerial implications of the GLOBE project ranging from more static information on the cultural attributes and leadership dimensions of specific countries or groups of countries (clusters) to more dynamic implications such as relationships between culture and leadership, and relationships between culture and societal phenomena The paper concludes by emphasizing the significance of the GLOBE study's practical implications for global managers (including HR practitioners) in today's global business world

Divergent Hybrid Capitalisms in China: Hong Kong and Taiwanese Electronics Clusters in Dongguan

Abstract: This article explores and compares the changing dynamics and organization of cross-border production by Hong Kong and Taiwanese electronics firms in China, on the basis of more than 40 semistructured interviews with firms from April 2005 to January 2007 in various towns of Dongguan, an emergent “global factory” in south China. Despite initial resemblances, Hong Kong and Taiwanese electronics clusters have adopted different approaches to organize their cross-border production since the late 1990s. Little systemic comparative analysis has been conducted on the causes. The divergent practices can be interpreted as differences in corporate strategies of parent and branch firms, industrial policies in Hong Kong and Taiwan, linkages with global leaders, and home-host interactions in response to the challenges of globalization. To tap into the domestic market of mainland China, Hong Kong companies have tended to become “domestic firms,” while Taiwanese companies have become wholly foreign owned and pursu...

Developing global leaders: The role of international experience and cultural intelligence

Abstract: Globalization requires business leaders who can manage effectively in multicultural environments. Although many organizations assume leaders will enhance their multicultural skills through international assignments, it is unclear how leaders translate these international experiences into knowledge and skills that enhance their effectiveness. Based on experiential learning theory (ELT), we propose that cultural intelligence (CQ) is an essential learning capability that leaders can use to translate their international experiences into effective experiential learning in culturally diverse contexts.

Exploring the Role of “Global Mindset” in Leading Change in International Contexts

Abstract: In this article we introduce “global mindset” as an individual-level variable to help explain the effectiveness of managers leading change in international contexts. We describe and analyze an organization change effort at Johnson & Johnson Consumer Products Brazil with a focus on the degree to which the change leader possessed the intellectual, psychological, and social capitals that compose a global mindset. This is an exploratory analysis intended to help map out the key characteristics of managers associated with effectively leading change in cross-culturally complex situations.

Studying Leadership at Cross-Country Level: A Critical Analysis

Abstract: This article critically evaluates the GLOBE project as an example of existing cross-cultural studies into leadership, recognising the project's value in communicating leadership differences across ...

Ethical leadership across cultures: a comparative analysis of German and US perspectives

Abstract: This paper examines beliefs about four aspects of ethical leadership –Character/Integrity, Altruism, Collective Motivation and Encouragement– in Germany and the United States using data from Project GLOBE (Global Leadership and Organizational Behavior Effectiveness) and a supplemental analysis. Within the context of a push toward convergence driven by the demands of globalization and the pull toward divergence underpinned by different cultural values and philosophies in the two countries, we focus on two questions: Do middle managers from the United States and Germany differ in their beliefs about ethical leadership? And, do individuals from these two countries attribute different characteristics to ethical leaders? Results provide evidence that while German and US middle managers, on average, differed in the degree of endorsement for each aspect, they each endorsed Character/Integrity, Collective Motivation and Encouragement as important for effective leadership and had a more neutral view of the importance of Altruism. The findings are reviewed within the social-cultural context of each country.

Engaging sport-for-development for social impact in the South African context

Abstract: The politics of development ideology and global leadership set the scene for sport (for) development in South Africa. Academic inquiry followed in an ad hoc way, mostly in the wake of contracted and/or externally and diverse disciplinary infused research paradigms. Diverse research agenda and donor requirements set the scene for Participatory Action Research as an enabling tool for researchers, funders and research participants whereby indigenous knowledge systems can be accessed and enriched in a collaborative venture of knowledge production. Four case studies of sport-for-development projects in the South African context explain the evolving architecture in this field. A discussion of three distinct and interrelated models, based on the rationale of Mintzberg (2006), affords insights within a social capital framework of a top-down, bottom-up and outside-in approach in various integrated formats. It is apparent that social impact and networking evolved around strategic alliance formation and development ...

Power and Responsibility: Building International Order in an Era of Transnational Threats

Abstract: The aim of the Managing Global Insecurity project is to launch a reform effort of the global security system in 2009. That task is both ambitious and urgent...The time to act is now. --from the Foreword by Javier Solana The twenty-first century will be defined by security threats unconstrained by borders --from economic instability, climate change, and nuclear proliferation to conflict, poverty, terrorism, and disease. The greatest test of global leadership will be building partnerships and institutions for cooperation that can meet the challenge. Power and Responsibility describes how American leadership can rebuild international order to promote global security and prosperity for today's transnational world. Power & Responsibility establishes a new foundation for international security: "responsible sovereignty," or the notion that sovereignty entails obligations and duties toward other states as well as one's own citizens. Governments must cooperate across borders to safeguard common resources and tackle common threats. Power & Responsibility argues that in order to advance its own interests, the United States must learn to govern in an interdependent world, exercise leadership through cooperation, and create new institutions with today's traditional and emerging powers. The result of a collaborative project on Managing Global Insecurity, the book also reflects the MGI project's global dialogue --extensive consultations in the United States and in regions around the world as well as discussions with the MGI project's Advisory Group, composed of prominent U.S. and international figures. "The 2008 financial crisis has brought our global interconnectedness close to home. But economic insecurity is just one concern. Power and Responsibility provides a road map for building effective policies and legitimate global institutions to tackle today's suite of transnational challenges." --Kemal Dervi , administrator, UN Development Program

Re-Imagining Specialized STEM Academies: Igniting and Nurturing Decidedly Different Minds, by Design

Abstract: This article offers a personal vision and conceptual design for reimagining specialized science, technology, engineering, and mathematics (STEM) academies designed to nurture decidedly different STEM minds and ignite a new generation of global STEM talent, innovation, and entrepreneurial leadership. This design enables students to engage actively in the authentic work, modes of inquiry, and practices that distinguish four STEM learning cultures, environments, and communities: (a) Inquiry and Research Laboratory and Interdisciplinary Learning Center—develops disciplinary, interdisciplinary, and inquiry-based thinking; (b) Innovation Incubator and Design Studio—ignites innovative and design-based thinking; (c) Global Leadership and Social Entrepreneurship Institute—nurtures change leadership and systems-based thinking; and (d) Leadership, Innovation and Knowledge (LINNK) Commons—connects the knowledge, innovation, leadership resources, and networks of the global STEM commons to collaboratively solve complex...

Talent management – competency development: key to global leadership

Abstract: Purpose – The purpose of this paper is to draw lessons on how building a talent management strategy based on competency profiling becomes a critical impact area within the field of strategic HRM. Design/methodology/approach – The case study discusses an Indian pharmaceutical organisation, the environment and the issues arising in context to talent management. The case discusses a well designed talent management strategy. Findings – The talent mindset has helped the organisation in recruiting the best talent from the best pharmaceutical organisations. The attrition of the top and valued talent segment has come down. Some of the key positions have been filled through succession planning. Research limitations/implications – The case study is in a lesser known but emerging sector of the Indian economy. The case has concentrated on attracting and developing and retaining key talent, it does not concentrate on developing average talent into key talent. Practical implications – The implications lie in whether to grow talent or buy talent. What signal through a communication strategy should a HR manager give when determining for talent segmentation? How to develop talent and retain employees when there are not challenging options available in the internal labour market? Originality/value – This paper provides insights to HR practitioners on how to attract, acquire and manage talent in a tight internal and external labour market. It also provides empirical support for, and theoretical understanding of, the strategic HRM literature on talent management theme.

New Industries from New Places: The Emergence of the Hardware and Software Industries in China and India

Abstract: Could China and India come to dominate the world's technology industry by bringing together Chinese hardware and Indian software production? Much attention is being paid to the fact that Asia's giant neighbors - with more than a third of the planet's population and two of the fastest-growing economies in the world - are entering a new era of cooperation. By combining these two industries, some believe it will signify the coming of the Asian century of the information technology (IT) industry. This book represents the first rigorous comparison of China and India's new growth sectors. It compares the emergence of India and China as global leaders in hardware and software production as well as the growth performance of private enterprise in the IT manufacturing and IT services sectors in China and India. It examines the economic context and the business environment for private enterprise in China and India, and considers how far differences in economic policies or the business environment explain the observed differences in growth performance. The book concludes by evaluating explanations for the growth performance of each sector in each country and by drawing conclusions for future economic policies and business strategies.

India's Regional and International Support for Democracy: Rhetoric or Reality?

Abstract: In recent years, Indian leaders have elevated the prominence of democratic rhetoric in their regional and international political discourse. This paper examines India9s record of democracy promotion. It argues that India has much to gain by selectively supporting democracy in neighboring countries. Furthermore, participating in multinational efforts at democracy promotion offers India a potential vehicle for global leadership.

Leading Change in Multiple Contexts: Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings

Abstract: Acknowledgments Introduction The St. Luke Penny Savings Bank: A Change Vignette Purpose, Concepts, and Practices PART I. CONCEPTUAL PERSPECTIVES ON LEADING CHANGE Introduction Ch 1. Causality, Change, and Leadership by Gill Robinson Hickman and Richard A. Couto Barbara Rose Johns Analytical Elements Conclusion PART II. LEADING ORGANIZATIONAL CHANGE Introduction The Environment of Organizational Change Purpose of Organizational Change Change Vignette: Technology Solutions Turns Disaster Into Dividends Ch 2. Concepts of Organizational Change What Kind of Organizational Change Do We Want or Need? Conclusion Ch 3. Concepts of Leadership in Organizational Change What Type of Leadership Do We Want or Need to Accomplish Change? Conclusion Ch 4. Organizational Change Practices Which Practices Do We Employ To Implement Change? Conclusion Applications and Reflections PART III. LEADING COMMUNITIY AND ORGANIZATIONAL CHANGE Ch 5. Community Change Context by Richard A. Couto, Sarah Hippensteel and Marti Goetz Introduction Purpose of Community Change Change Vignette: Citizens for the Responsible Destruction of Chemical Weapons Concepts of Change Concepts of Leadership Change Practices Conclusion Application and Reflection Ch 6. Crossing Organizational and Community Contexts Introduction Change Vignette: Microcredit to Rural Women Concepts of Change Across Organizational and Community Contexts Concepts of Leadership Across Organizational and Community Contexts Change Practices Across Organizational and Community Contexts Conclusion PART IV. LEADING POLITICAL AND SOCIAL CHANGE Ch 7. Political Change Context by Richard A. Couto Introduction Purpose of Political Change Change Vignette: Extraordinary Rendition Concepts of Political Change Concepts of Political Leadership Change Practices Conclusion Application and Reflection Ch 8. Social Change Context Introduction The Purpose of Social Change Change Vignette: OASIS: An Initiative in the Mental Health Consumer Movement Concepts of Social Change Concepts of Social Change Leadership Social Change Practices Conclusion Application and Reflection Ch 9. Crossing Political and Social Contexts Introduction Vignette: The Sikh Coalition Concepts of Political and Social Change Concepts of Political and Social Leadership Change Practices Across Political and Social Contexts Conclusion PART V. LEADING GLOBAL CHANGE Ch 10. Global Change Context by Rebecca Todd Peters and Gill Robinson Hickman Introduction Purpose of Global Change Change Vignette: Chad-Cameroon Pipeline Concepts of Global Change Concepts of Global Leadership Global Change Practices Conclusion Application and Reflection Ch 11. Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations Introduction Change Vignette: Is Global Civil Society a Good Thing? Concepts of Virtual Change Concepts of Virtual Leadership Virtual Change Practices Conclusion Conclusion: Connecting Concepts and Practices in Multiple Contexts Epilogue: Leading Intellectual Change: The Power of Ideas by James MacGregor Burns Index About the Author About the Contributors

Explaining International IT Application Leadership: Health IT

Abstract: This report explores the lessons nations can learn from the global leaders in health IT adoption, specifically with the goal of answering the questions, “Which countries are leading in health IT adoption, what explains their success, and what lessons can other nations, including the United States, learn from these leaders?” In particular the report focuses on Denmark, Finland, and Sweden, all global leaders in health IT and the factors that have contributed to their success with using technology to transform health care.

Global Leadership Study: A Theoretical Framework.

Abstract: Traditional leadership theory and research courses do not adequately prepare students for cross-cultural leadership. This article notes six premises of Western theories and demonstrates the limitations of these premises in non-Western settings. A framework for the study of cross-cultural leadership, The Global Leadership-Learning Pyramid, is proposed, and the theoretical foundations are discussed.

An integrated framework for assessing, coaching and developing global leaders

Abstract: Developing global leaders is one of the most pressing needs for global companies. We present a framework for a more integrated talent management development program. The framework is based on several key principles and includes the use of assessment tools, 70-20-10 development tactics, external coaching, and an emphasis on critical experiences. We focus specifically on key considerations for implementing this type of a framework and the keys to success.

From error prevention to error learning: The role of error management in global leadership

Abstract: Transformational, charismatic, and related leadership theories play an important role in understanding how leaders motivate better performance. However, these approaches have paid surprisingly little attention to the management of error in organizations. In fact, current studies in transformational leadership tend to define the management of error as one of the negative features of leadership. Preventing error and learning from error is a high profile leadership role in a wide variety of global industries, and therefore, it is important that leadership theories encompass this critical task. We draw on different streams of research to provide a more integrated and positive approach to leadership and the management error. Studies of error management culture provide insights into the organizational systems that are important for responding and learning from error. We discuss how error learning culture can inform the leadership behaviors that will enhance learning from error. We also draw on regulatory focus theory to show how managing error can be differentiated from other leadership activities. The integration of these ideas with current leadership theory provides a more comprehensive framework for understanding the role of leadership when error management is critical. We present this integrated framework and discuss how cultural factors are likely to shape the role of error management in a variety of global contexts.

How transfer of R&D to emerging markets nurtures global innovation performance

Abstract: In the context of global R&D, we connect literature on knowledge management to a network-based theoretical framework helpful to explain the impact of R&D globalisation on innovation performance. This framework is applied to two case companies, both global leaders within their respective industries, in order to analyse the extent to which their strategic globalisation of R&D activities, from Scandinavia to China, has contributed to increased innovation performance. Our findings suggests that close interaction and cross-fertilisation with local knowledge networks are of eminent importance for newly established R&D offsprings to improve overall innovation performance. Pack Tech illustrates this through a collaboration-intensive approach to university competitions in China.

Organizational Leadership: Motives and Behaviors of Leaders in Current Organizations

Abstract: Organizational leadership is fundamental for the working and development of current organizations. It helps members of an organization to face transcendental challenges. One of the fundamental aspects of leaders is their personal characteristics and behaviour as perceived by their co-workers. Although research has established a relationship between these components, findings have failed to come up with any congruent evidence and further to this the organizations and contexts used are from several decades ago. This article, which forms part of the international GLOBE project, analyses the relationship between motives and behaviour as perceived by co-workers in organizations, using quantitative and qualitative methods and including technological innovations. Using samples from 40 corporate directors and 84 of their co-workers, from different companies, it confirms how the main motives of leaders (power, affiliation and achievement) are related to different behavioral patterns (power to authoritarian, non-dependent and non-social-skill behaviours; affiliation to relationship and dependent behaviors, and achievement to proactive behaviors). It discusses the results with relation to traditional research and suggests practical measures and proposals for future investigations in this area.

An examination of the role of experiential learning in the development of cultural intelligence in global leaders

Abstract: In recent years, the concept of cultural intelligence has attracted increased interest among scholars and practitioners in global leadership research. This chapter aims to contribute to the understanding of the impact of Experiential Learning Theory on the development of cultural intelligence in global leaders. It proposes a model that addresses the relationship between four modes of experiential learning and four facets of cultural intelligence; and hypothesizes that learning styles exercise a moderating effect on the relationship between international experience and cultural intelligence. Managerial implications for global talent selection and leadership development are also proposed based on the model.

Current Trends in Sustainability Reporting in the Czech Republic

Abstract: Sustainability reporting has become a mainstream business activity. The Amsterdam Declaration on Transparency and Reporting of the Board of the Global Reporting Initiative from March 2009 told to global leaders from business, labour and civil society declared their belief that the lack of transparency in the existing system for corporate reporting has failed its stakeholders. It brought a new impulse to sustainability reporting on economic, environmental, social and governance performance. The new approach of corporate sustainability reporting is presented in the paper. The development in the area of sustainability reporting in the Czech Republic reflects the overall global world trends. The paper also indicates companies group in the Czech Republic that participate on the corporate sustainability reporting and evaluates the state of voluntary reporting in chemical industry.

Leading Globally - What Makes a Successful Global Leader in Today’s Turbulent Times

Abstract: Leadership, as the driving force of organizations, has played a vital role in every society, nation, profit or even non-profit organizations. We are now facing turbulent times, the credit crunch with recessionary pressures; and if we want business, company, national and regional growth, then we need resilient and capable leaders. Of great interest, in this paper, is the discussion of “What qualities or skills the leader should possesses?” and “How can the leader lead in today’s context?”. More specifically, we want to gather some insights on: “How can leaders build resilience in their work team(s)/organizations in today’s tough times?”

Conceptions of Global Leadership for Contextually Intelligent, Innovatively Adaptive Political Leaders

Abstract: In this chapter, we explore some dimensions of ‘good’ adaptive and innovative global political leadership. Leadership studies – whether in the context of small groups, nations, or the international and global system as a whole – are either descriptive-explanatory, normative-prescriptive, or both. These studies use a variety of theoretical and methodological approaches. Some studies are primarily descriptive-explanatory studies, for example, and analyse performance and leadership (Bass 1985), women and leadership (Rosner 1990) and regimes, crises and leadership (Hermann and Kegley 1995; Keller 2005). Other studies are primarily normative-prescriptive, on the other hand, and examine theories such as Burns’s theory of transformational leadership (1978; 2003), and Sheffer’s theory of innovative leadership in international politics (1993). In fact, in most of the cases, investigators engage in both descriptive-explanatory and normative-prescriptive analysis, though there is a clear emphasis in one direction or the other (gergen 2000; Kellerman and Rhode 2007; Nye 2008). despite bureaucrats, technocrats, theocrats, and economic and other structuralist determinists – all of whom reject the centrality of human social leadership – leadership is a significant research programme in international relations, global politics, business, the military, religious and educational institutions, and in society in general. Leadership studies are valuable because leadership is a universal phenomenon (trans-historical and trans-cultural – Rejai and Phillips 2002): all humans are engaged at different times and in diverse manners in a variety of roles characteristic of either leadership orfollowership, whether in politics or in other social spheres at the local and/or global level (Bass 1990).