Showing papers on "Global Leadership published in 2010"
TL;DR: In this paper, the authors conduct an extensive review of the global leadership and expatriation literatures, integrating and synthesizing prior theoretical and empirical efforts to develop a comprehensive domain definition for intercultural competence in the context of global leadership.
Abstract: Purpose – Research on expatriation and global leadership has been characterized by wide variations in defining what constitutes intercultural competence Greater progress can be achieved if a comprehensive definition of the intercultural competence domain can be established, particularly with regard to the specific context of global leadership This paper aims to focus on the issuesDesign/methodology/approach – The authors conduct an extensive review of the global leadership and expatriation literatures, integrating and synthesizing prior theoretical and empirical efforts to develop a comprehensive domain definition for intercultural competence in the context of global leadershipFindings – The domain of intercultural competence in the context of global leadership comprised three dimensions – perception management, relationship management and self management Each dimension is characterized by facets that further delineate aspects of intercultural competenceResearch limitations/implications – The domain
249 citations
TL;DR: The authors provide a brief review of what we know about bicultural individuals, point out some implications of our current knowledge for organizations, indentify opportunities for further exploration of these topics, and introduce the articles in the special issue.
Abstract: Cross-cultural management research typically assumes that individuals have only one cultural profile. However, given the changing patterns in the world’s workforce it is increasingly possible that more employees and managers will be bicultural. This special issue responds to the need to further our understanding of this emerging demographic in organizations. In this introductory article, we provide a brief review of what we know about bicultural individuals, point out some implications of our current knowledge for organizations, indentify opportunities for further exploration of these topics, and introduce the articles in the special issue.
201 citations
TL;DR: The case for global leadership to support health systems investments and help ensure the synergies between vertical and horizontal programs that are essential for effective functioning of health systems is set out.
Abstract: Weaknesses in health systems contribute to a failure to improve health outcomes in developing countries, despite increased official development assistance. Changes in the demands on health systems, as well as their scope to respond, mean that the situation is likely to become more problematic in the future. Diverse global initiatives seek to strengthen health systems, but progress will require better coordination between them, use of strategies based on the best available evidence obtained especially from evaluation of large scale programs, and improved global aid architecture that supports these processes. This paper sets out the case for global leadership to support health systems investments and help ensure the synergies between vertical and horizontal programs that are essential for effective functioning of health systems. At national level, it is essential to increase capacity to manage and deliver services, situate interventions firmly within national strategies, ensure effective implementation, and co-ordinate external support with local resources. Health systems performance should be monitored, with clear lines of accountability, and reforms should build on evidence of what works in what circumstances.
121 citations
TL;DR: In this article, the authors conduct a global literature review and develop a viewpoint on the most critical success factors required to develop a global leadership mindset, which is the author's viewpoint.
Abstract: Purpose – The purpose of the paper is to conduct a global literature review and develop a viewpoint on the most critical success factors required to develop a global leadership mindset.Design/methodology/approach – The paper takes the form of a global literature review and the author's viewpoint.Findings – Global leadership development must be driven by an organization's global business strategy. Having “global” experiences at work does not guarantee effective global leadership. The acquisition of a true global mindset enables leadership effectiveness in a global capacity. As cultural and business complexity increase so does the demand for a global mindset, almost exponentially given the intersect of this complex environment.Practical implications – Methods for global leadership development include examination, education, experience and exposure.Originality/value – The paper provides a fresh perspective.
86 citations
Journal Article•
TL;DR: In this paper, the authors identify nine key attributes of successful global leaders and develop the skills needed to succeed as an international leader by measuring how much of these attributes they possess and taking concrete steps to develop them.
Abstract: Successful global leaders share nine key attributes. Not only can you measure how much of these qualities you possess but you can take concrete steps to develop them.Developing the skills you need to succeed as an international leader.
69 citations
TL;DR: In this article, Yu et al. investigated the gap between the global industry demand for skills and the higher education system's ability to supply that demand, and highlighted the gaps between the topics being taught by educators and the skills actually needed by the target international businesses.
Abstract: The global workplace requires specific knowledge, skills, and abilities on the part of workers. There is a growing body of research indicating a gap between the global industry demand for skills and the higher education system's ability to supply that demand. Leveraging the work from Yu, Guan, Yang, and Chiao (2005) and Prestwich and Ho-Kim (2007), this study investigated this gap. The sample included global leaders of Fortune 500 companies. Exploratory in nature, the primary purpose of this study was to understand the needs of global business organizations that form the hiring market for international business graduates. The findings highlight the gap between the topics being taught by educators and the skills actually needed by the target international businesses. This information is relevant to the challenges facing global businesses as well as higher education institutions and provides insights into improvements for the good of both industries and especially the students aiming for careers in global o...
67 citations
01 Jan 2010
TL;DR: The Promise of Future Leadership: A Research Program on Highly Talented Employees in the Pipeline as mentioned in this paper developed timely reports on the retention and advancement of high potential women and men, with the intent of assessing their career values, goals, and expectations, the developmental opportunities afforded them, and their strategies for managing work and family life.
Abstract: Catalyst's longitudinal project, 'The Promise of Future Leadership: A Research Program on Highly Talented Employees in the Pipeline', develops timely reports on the retention and advancement of high potential women and men. The project surveys graduates of leading business schools in the United States, Canada, Europe, and Asia, with the intent of assessing their career values, goals, and expectations, the developmental opportunities afforded them, and their strategies for managing work and family life. The reports highlight the differences in women's and men's career experiences and satisfaction; some feature perspectives from global leaders and other experts.
55 citations
01 Jan 2010
TL;DR: The SAGE Reference Series on Leadership as discussed by the authors provides undergraduate students with an authoritative reference resource on leadership issues specific to women and gender, covering historical and contemporary barriers to women's leadership and issues of gender bias and discrimination, but also places a strong focus on positive aspects and opportunities for leadership in various domains.
Abstract: This work is part of the "SAGE Reference Series on Leadership" and provides undergraduate students with an authoritative reference resource on leadership issues specific to women and gender. It covers historical and contemporary barriers to women's leadership and issues of gender bias and discrimination, but also places a strong focus on positive aspects and opportunities for leadership in various domains. The two-volume set is centered on the 100 most important topics, issues, questions and debates specific to women and gender. By focusing on 100 key topics, more detailed information and depth of discussion is provided than typically found in an encyclopedia entry but not as much jargon, detail or density as a journal article or a research handbook chapter. Key Themes: women and public leadership in the American context; women's global leadership; and women as leaders in the business sector, the nonprofit and social service sector, religion, academia, public policy, advocacy, the media, sports, and the arts.
53 citations
TL;DR: In this paper, 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 the field of sport-for-development.
Abstract: The politics of development ideology and global leadership set the scene for sport (for) development in South Africa. Diverse research agendas and donor requirements informed research whereby indigenous knowledge systems could be accessed in a collaborative venture of knowledge production. 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 the field of sport-for-development. Each approach as evidenced in three diverse case studies set the scene for social impact and networking around strategic alliance formation and development agenda of major stakeholders. The different approaches, either in isolation and/or in an interrelated fashion shed light on the evolving dynamics in the field of sport and development.
42 citations
Posted Content•
01 Jan 2010
TL;DR: The "American Universities in a Global Market" survey as discussed by the authors examines various factors that contributed to America's success in higher education, including openness to people and ideas, generous governmental support, and a tradition of decentralized friendly competition.
Abstract: In recent years, America's position of leadership in the world has been challenged in many ways. One significant shift is that the country's position as the preeminent global leader in higher education, particularly in the fields of science and technology, has come into question. "American Universities in a Global Market" comprises eleven studies addressing the variety of issues crucial to understanding this change. The studies examine various factors that contributed to America's success in higher education, including openness to people and ideas, generous governmental support, and a tradition of decentralized friendly competition. They also explore the advantages of holding a dominant position in this marketplace and examine the current state of American higher education in a comparative context, placing particular emphasis on how market forces affect universities. Other essays explore the differences in quality among students and institutions around the world and shed light on the singular aspects of American higher education.
36 citations
Posted Content•
TL;DR: In this paper, the authors present the findings of a study, initiated by the multi-donor Global Leadership Initiative and led by the World Bank Institute (WBI), to examine leadership in the change processes of fourteen capacity development interventions in eight developing countries, through 140 in-depth structured interviews.
Abstract: Development involves change, but many development initiatives produce unimpressive results. The authors ask why and consider how to close the gap between the intended change and what we actually see in the evidence. This paper presents the findings of a study, initiated by the multi-donor Global Leadership Initiative and led by the World Bank Institute (WBI), to examine leadership in the change processes of fourteen capacity development interventions in eight developing countries, through 140 in-depth structured interviews. It explores what it takes to make change happen and in particular, the role leadership plays in effecting change. The authors propose that leadership contributes to change when it builds “change space†by fostering acceptance for change, granting authority for change, introducing or freeing the abilities necessary to achieve change. This “change space†is required to ensure contextual readiness for change and foster progress through the difficult stages of the change process. An analytical framework is introduced to illustrate the dimensions of this “change space†and its limits in organizational and social change. The authors argue that a lack of “change space†in many development contexts may be overlooked, contributing to failure. The paper concludes that leadership manifests in different ways in different contexts, depending on the contextual readiness and factors that shape change and leadership opportunities; but the key characteristics of plurality, functionality, problem orientation and “change space†creation are likely to be common to all successful leadership-led change events.
TL;DR: In this paper, the authors argue that the need for global ethical leadership is not merely a desirable option, but rather a matter of survival and posit that mainstream economic theory's construct of "homo economicus" and its faith in the invisible hand of the market constitute deeply flawed foundations upon which alone policy may be built.
Abstract: This paper reviews a number of huge challenges to ethical leadership in the twenty-first century and concludes that the need for global ethical leadership is not merely a desirable option, but rather – and quite literally – a matter of survival. The crises of the recent past reveal huge, and in some cases criminal, failures of both ethics and leadership in finance, business and government. We posit that mainstream economic theory’s construct of ‘homo economicus’ and its faith in the ‘invisible hand’ of the market constitute deeply flawed foundations upon which alone policy may be built and, farthermore, that these problematic foundations exert substantial shaping power over the institutional and discursive landscapes in which international business is transacted. Analogously, we argue that dominant approaches to business ethics and corporate social responsibility are, if not incorrect, at least in need of revisiting in terms of questioning their basic assumptions. Instead of the smugness of Western (especially Anglo-American) attitudes towards other ways of thinking, valuing and organising, it appears clear that openness, cooperation and co-creation between the developed and developing worlds is a basic prerequisite for dealing with the global challenges facing not just leaders, but humanity as a whole. This objective of stimulating discussion between dominant and marginal voices has guided our selection of papers for this Special Issue. We have thus included not only representatives of research from within the parameters of mainstream business ethics, IB or leadership scholarship, but also innovative contributions from fields such as military history, information technology, regulation, spirituality and sociology.
TL;DR: In this article, the authors make the case for cross-cultural knowledge management and the role of wisdom in global business leadership in a modern culturally diverse knowledge economy, and propose a framework that merges a new understanding of culture with a classical leadership approach.
Abstract: This paper responds to calls for pragmatic context-dependent cross- cultural scholarship. Specifically, with regard to global organisations, we attempt to reconcile the imbalance between global and local concerns by proposing a framework that merges a new understanding of culture with a classical leadership approach. The objective is to achieve more effective cross- cultural practice. The article makes the case for an appreciation of what we call 'cross-cultural knowledge management' and the role of wisdom in global business leadership in a modern culturally diverse knowledge economy.
01 Jan 2010
TL;DR: The International Institute for Educational Planning (IIEP) as discussed by the authors has been central to global efforts in educational planning, and continues to adapt to the changing contours of local, national, regional, and global needs in education.
Abstract: Established in 1963 as an autonomous body within UNESCO, the International Institute for Educational Planning (IIEP) has established itself as a global leader in training, research, and technical assistance to countries throughout the world. IIEP has adapted to changing geopolitical contexts, and has shaped the way in which educational planning has been developed, researched, and delivered. IIEP has been central to global efforts in educational planning, and continues to adapt to the changing contours of local, national, regional, and global needs in education.
07 May 2010
TL;DR: The "American Universities in a Global Market" survey as mentioned in this paper examines various factors that contributed to America's success in higher education, including openness to people and ideas, generous governmental support, and a tradition of decentralized friendly competition.
Abstract: In recent years, America's position of leadership in the world has been challenged in many ways. One significant shift is that the country's position as the preeminent global leader in higher education, particularly in the fields of science and technology, has come into question. "American Universities in a Global Market" comprises eleven studies addressing the variety of issues crucial to understanding this change. The studies examine various factors that contributed to America's success in higher education, including openness to people and ideas, generous governmental support, and a tradition of decentralized friendly competition. They also explore the advantages of holding a dominant position in this marketplace and examine the current state of American higher education in a comparative context, placing particular emphasis on how market forces affect universities. Other essays explore the differences in quality among students and institutions around the world and shed light on the singular aspects of American higher education.
01 Jan 2010
TL;DR: The role of the individual in self-assessment for leadership development is discussed in this paper. But the authors do not discuss the role of social networks in effective leader self-learning process.
Abstract: Contents: PART I: SELF-AWARENESS AND LEADERSHIP DEVELOPMENT 1. The Role of the Individual in Self-Assessment for Leadership Development Allan H. Church and Christopher T. Rotolo 2. Inspiring the Development of Emotional, Social, and Cognitive Intelligence Competencies in Managers Richard E. Boyatzis, Tony Lingham and Angela Passarelli 3. Problems in Managing The Self-Assessment Process for Leaders-To-Be James G.S. Clawson 4. Taking Charge: Discovering the Magic in your Psychological Assessment Sandra L. Davis 5. Assessing Leadership and the Leadership Gap Jean Brittain Leslie and Ruohong Wei 6. Emotional Intelligence and Interpersonal Competencies Ronald E. Riggio 7. How to Matter Stewart Emery PART II: THE SELF-MANAGEMENT OF COMMON LEADERSHIP CHALLENGES 8. Managing your Leadership Career in Hard Times John Blenkinsopp, Yehuda Baruch and Ruth Winden 9. Goals and Goal Pursuit: Traditional and New Perspectives for Self-Directed Leaders Tom Bateman 10. Self-Directed Work Teams: Best Practices for Leadership Development Wendy L. Bedwell, Marissa L. Shuffler, Jessica L. Wildman and Eduardo Salas 11. Work Motivations, Job Behaviors and Flourishing in Work and Life Ronald J. Burke 12. Enlisting Others in your Development as a Leader Dawn E. Chandler and Kathy E. Kram 13. Resilience and Leadership: The Self-Management of Failure Gillian A. King and Mitchell G. Rothstein 14. The Role of Developmental Social Networks in Effective Leader Self-Learning Processes Krista L. Langkamer, Stephen J. Zaccaro, Sena Garven and David S. Geller PART III: SELF-MANAGEMENT AND UNIQUE LEADERSHIP CHALLENGES 15. Self-Assessment and Self-Development of Global Leaders Paula Caligiuri and Ruchi Sinha 16. Learning from Life Experiences: A Study of Female Academic Leaders in Australia Linley Lord and Susan Vinnicombe 17. Preparing Next Generation Business Leaders Philip Mirvis, Kevin Thompson and Chris Marquis 18. And Leadership Development for All Lyndon Rego, David G. Altman and Steadman D. Harrison III
Book•
28 Jul 2010
TL;DR: Kempe and Wong-MingJi as discussed by the authors introduced the concept of cultural mythology and global leadership in the United States and presented a survey of the world's cultural myths and global leaders.
Abstract: Contents: Introduction to Cultural Mythology and Global Leadership Eric H. Kessler, Diana J. Wong-MingJi PART I: THE AMERICAS 1. Cultural Mythology and Global Leadership in the United States Eric H. Kessler 2. Cultural Mythology and Global Leadership in Canada Nina D. Cole and Rhona G. Berengut 3. Cultural Mythology and Global Leadership in the Caribbean Islands Betty Jane Punnett and Dion Greenidge 4. Cultural Mythology and Global Leadership in Argentina Patricia Friedrich, Andres Hatum and Luiz Mesquita 5. Cultural Mythology and Global Leadership in Brazil Adriana V. Garibaldi de Hilal PART II: EUROPE 6. Cultural Mythology and Global Leadership in Greece Theodore Peridis 7. Cultural Mythology and Global Leadership in Germany Sonja A. Sackmann 8. Cultural Mythology and Global Leadership in England Romie Frederick Littrell 9. Cultural Mythology and Global Leadership in Sweden Lena Zander and Udo Zander 10. Cultural Mythology and Global Leadership in Poland Christopher Ziemnowicz and John Spillan PART III: AFRICA AND THE MIDDLE EAST 11. Cultural Mythology and Global Leadership in South Africa David N. Abdulai 12. Cultural Mythology and Global Leadership in Kenya Fred O. Walumbwa and George O. Ndege 13. Cultural Mythology and Global Leadership in Iran Afsaneh Nahavandi 14. Cultural Mythology and Global Leadership in Egypt Mohamed M. Mostafa and Diana J. Wong-MingJi 15. Cultural Mythology and Global Leadership in Israel Shay S. Tzafrir, Aviv Barhom-Kidron and Yehuda Baruch PART IV: ASIA AND THE PACIFIC RIM 16. Cultural Mythology and Global Leadership in China Diana J. Wong-MingJi 17. Cultural Mythology and Global Leadership in India Shanthi Gopalakrishnan and Rajender Kaur 18. Cultural Mythology and Global Leadership in Russia Stanislav V. Shekshnia, Sheila M. Puffer and Daniel J. McCarthy 19. Cultural Mythology and Global Leadership in Japan Tomoatsu Shibata and Mitsuru Kodama 20. Cultural Mythology and Global Leadership in Australia David Lamond Index
02 Sep 2010
TL;DR: In this paper, the authors present a review of global leadership and global mindset to highlight that today's dynamic marketplace requires a shift in thinking and draw attention to existing gaps in these literatures.
Abstract: Globalization has created an intense competitive environment. As a result, achieving competitive advantage has become the core argument in international management. Some scholars have argued that the development of global leaders is critical (Osland, Bird, & Mendenhall, 2006; Yukl, 2009), while others believe that the global mindset is the key to strategic advantage (Black, Morison, & Gregerson, 1999; Jeannet, 2000; Javidan, 2008). In this paper, we present a review of both literatures (i.e., global leadership and global mindset) to highlight that today's dynamic marketplace requires a shift in thinking. We conclude by drawing attention to existing gaps in these literatures, and shed light on an emerging integrative model of global leadership and mindset.
TL;DR: In this paper, the authors present the findings of a study, initiated by the multi-donor Global Leadership Initiative and led by the World Bank Institute (WBI), to examine leadership in the change processes of fourteen capacity development interventions in eight developing countries, through 140 in-depth structured interviews.
Abstract: Development involves change, but many development initiatives produce unimpressive results. The authors ask why and consider how to close the gap between the intended change and what we actually see in the evidence. This paper presents the findings of a study, initiated by the multi-donor Global Leadership Initiative and led by the World Bank Institute (WBI), to examine leadership in the change processes of fourteen capacity development interventions in eight developing countries, through 140 in-depth structured interviews. It explores what it takes to make change happen and in particular, the role leadership plays in effecting change. The authors propose that leadership contributes to change when it builds “change space” by fostering acceptance for change, granting authority for change, introducing or freeing the abilities necessary to achieve change. This “change space” is required to ensure contextual readiness for change and foster progress through the difficult stages of the change process. An analytical framework is introduced to illustrate the dimensions of this “change space” and its limits in organizational and social change. The authors argue that a lack of “change space” in many development contexts may be overlooked, contributing to failure. The paper concludes that leadership manifests in different ways in different contexts, depending on the contextual readiness and factors that shape change and leadership opportunities; but the key characteristics of plurality, functionality, problem orientation and “change space” creation are likely to be common to all successful leadership-led change events.
Book•
21 Jun 2010
TL;DR: The main challenge that often confronts policy makers in attempting to undertake reforms is not in the what, what is the problem and what are the remedies for it, but in the why, why does the problem persist, and, more critically, how to manage the often complex process of change that accompanies any attempt at reform as discussed by the authors.
Abstract: Much of the work on reform and development has focused on the identification and diagnosis of problems and on the formulation of technically sound measures to address these problems. But the main challenge that often confronts policy makers in attempting to undertake reforms is not in the 'what', what is the problem and what are the remedies for it, but in the 'why', why does the problem persist, which some research has begun to address, and, more critically, in the 'how' given the why, how to manage the often complex process of change that accompanies any attempt at reform. It is in the latter where the rubber hits the road. Development involves change. But many development initiatives produce unimpressive levels of change in the countries, organizations, and outcomes they target and are disappointing in the final results. This is the case in social sector initiatives, core public management reforms, and even macroeconomic adjustment operations. Change is often limited even when countries adopt solutions in their forms, in apparently good faith and on time (or in reasonable time). This research paper aims to (modestly) contribute to such research by exploring what it takes to get change done; and particularly what role leadership plays in effecting change.
TL;DR: In this paper, a framework for systematically assessing measurement instruments designed to measure Global Management Competencies (GMC) is proposed, based on an elaborate search, with a special focus on measuring ways of coping with cultural diversity.
Abstract: Managers and employees need global leadership competencies in order to operate effectively in international business. In order to prepare both managers and employees for operating in the global arena an instrument measuring global leadership competencies would be very useful. In this article we design a framework for systematically assessing measurement instruments designed to measure Global Management Competencies (GMC). Based on an elaborate search, we found 23 instruments of varying quality, that measure GMC, with a special focus on measuring ways of coping with cultural diversity. These instruments mostly involve self-reporting survey questions only, often measuring attitudes, without referring to actual behaviour in cross-cultural interaction. Using the assessment framework we selected a limited number of instruments that may be useful for assessing global management competencies.
TL;DR: In this paper, the authors assess the potential for agreement among a representational group of countries using results from theories of coalitions, regimes, and consensus, and then review a number of variables that may provide the basis for a country's inclusion in a future G-20 or G-X.
Abstract: THERE IS A GROWING CONSENSUS THAT THE G8 WILL BE REPLACED BY THE G-20 as the key informal body that meets at the leaders' level. Whether it focuses on setting agendas, breaking deadlocks, or being "friends of reform," there will continue to be controversy regarding its composition. Why? Because there is no axiomatic or correct way to choose the countries to constitute the summit table for global negotiations. (1) Various criteria provide guidance, such as total population, economic weight and power, leadership in science and technology, cultural reach, the capacity to introduce new ideas, and the desire to lead. Regional weight is a possible factor. Capacity and willingness to burden share are other criteria. Internal national credibility and political will are other measures. Given that battles are first won on the domestic front, can a country arrange its own compliance? Some might argue that agreement is easier with other like-minded countries that have the same values, but legitimacy requires the group to be representational as well as effective. For example, a recent paper (2) examined two variables as a guide to a representational and effective [G-20.sup.3]--GDP and population--listing countries that would have more than 2 percent of either global population or world GDP and arguing that those with the most economic activity and largest populations must be included (Table 1). Table 1 and subsequent tables rank countries by the magnitude of the measure being considered and highlight current membership in the G-20. Table 1 GDP or Population Greater Than 2 Percent of Earth's Total 2008 2020 Bangladesh Bangladesh BRAZIL BRAZIL CANADA CHINA CHINA FRANCE FRANCE GERMANY GERMANY INDIA INDIA INDONESIA INDONESIA ITALY ITALY JAPAN JAPAN Nigeria Nigeria Pakistan Pakistan Russia Russia Spain Spain UNITED KINGDOM UNITED KINGDOM UNITED STATES UNITED STATES Total: 16 Total: 15 GDP:72% GDP:66% Population:65% Population:63% Source: "A Fresh Look Global Governance: Exploring Objective Criteria for Representation." Working Paper, no. 160, 6 February 2009, available at www.cgdv.org/content/publications/detail/ 1421065/. Note: CAPPED country names represent countries in the Group of 20 industrizlized countries. When the representational group consists of countries that are not like-minded, is there any possibility for agreement? If so, which countries need to be around the table? We first assess the potential for agreement among a representational group of countries using results from theories of coalitions, regimes, and consensus. We then review a number of variables that may provide the basis for a country's inclusion in a future G-20 or G-X. The variables selected are indicators or proxies for (1) who caused the climate change/energy security/development problem; (2) who is most affected; and (3) who can do something about it. We conclude with the Chinese concept of "comprehensive national power" to illustrate one attempt to weight several factors and compute an overall index. Is Meaningful Agreement Possible in a Group of 20? In recent G8 meetings, commitments have been made on issues such as the economic crisis, poverty, climate change, development, Africa, global growth and stability, financial markets, investment, innovation, energy efficiency, energy security, clean energy, corruption, modern education systems, infectious diseases, globalization, and international trade. For a variety of reasons, many of the commitments have not been fulfilled, (4) but it is anticipated that a Leadership of Twenty (L-20) council will be able to break deadlocks on several of these important issues. (5) However, because the challenges of reaching a consensus coalition of agreement will be greater with twenty leaders than with eight, we will consider whether or not a meaningful coalition is possible for the former number. …
TL;DR: In this paper, the authors report level 3 evaluation findings from a leadership development program, which comprises a case study, quantitative data analysis, and results from critical critical evaluation results from the program.
Abstract: The purpose of this paper is to report level 3 evaluation findings from a leadership development programme. This paper comprises a case study, quantitative data analysis, and results from critical ...
TL;DR: In this paper, the authors present multidisciplinary, research-based insights into the challenges of changing behaviors at large-scale in organizations and articulates practical approaches for leaders, including emotional bridges by creating strategic narratives, relational bridges by targeting social clusters, and structural bridges by leveraging pre-existing s...
Abstract: Purpose – This paper aims to present multidisciplinary, research‐based insights into the challenges of changing behaviors at large‐scale in organizations and articulates practical approaches for leaders.Design/methodology/approach – A literature review of research and practices of social and organizational change was conducted and thematically summarized. The themes were discussed and revised with input from twenty global leaders and a dozen university researchers at a two‐day conference held at Harvard University's Learning Innovation Laboratory.Findings – Supporting changes of practice in organizations depends on a leaders understanding how to best affect collective behaviors. Emerging research from the fields of political science, social networking, and social change suggest that leaders can build three types of bridges that support large‐scale change: emotional bridges by creating strategic narratives, relational bridges by targeting social clusters, and structural bridges by leveraging pre‐existing s...
TL;DR: In this paper, the authors investigated the effects and impacts of national cultural influences upon the processes involved in international business negotiations, with particular reference to Indonesia, and made the case that the cultural orientation identified in these studies demonstrates how Indonesian managers will be expected to behave.
Abstract: This study investigates the effects and impacts of national cultural influences upon the processes involved in international business negotiations, with particular reference to Indonesia. The importance of Indonesia as a major economy in the South East Asian region, has led to growth in international trade. This growth has increased the need for global interaction and communication and a lack of cultural understanding raises the prospect of cultural conflict, between Indonesian managers and international managers within international business negotiations. Using the findings of the GLOBE, and Hofstede studies on national culture, the case is made that the cultural orientation identified in these studies demonstrates how Indonesian managers will be expected to behave in international business negotiations. Through understanding and awareness of these Indonesian negotiation behaviors and styles, international managers can reduce the incidence of ambiguity and conflict, thus increasing the potential likeliho...
TL;DR: In this paper, a model partnership program focused on increasing students' knowledge and skills in the area of international citizenship, called the global leadership and service project (GLSP), is presented as an innovative service learning design template.
Abstract: Purpose – Sustainable and effective university‐community partnerships are not easy to create, yet they are an integral part of student community‐based learning as they are uniquely designed to educate students about their roles as members of their local, national, and global communities. The purpose of this paper is to review the extant literature on effective university‐community partnering and draw out key themes to assist practitioners and researchers who are involved in the design, execution, and analysis of partnership programs. Following the review, a model partnership program focused on increasing students' knowledge and skills in the area of international citizenship, called the global leadership and service project (GLSP), is presented as an innovative service‐learning design template.Design/methodology/approach – The paper presents a review of the literature, key themes drawn from the literature, and a case study for use as readers consider, adapt, and integrate tools for effective, partnership‐...
01 Jan 2010
Book•
13 Jan 2010
TL;DR: This book presents a meta-leadership framework for leading in the 21st-Century, focusing on the role of leadership in the context of a knowledge-based world.
Abstract: CONTENTS Foreword by James M. Kouzes ix Acknowledgments xi About the Editors xiii Introduction 1 PART ONE Forging Ahead: The Global Picture Chapter 1 Diversity: The Imperative for Today's Leaders 9 Frances Hesselbein Chapter 2 Leadership and Diversity Management: Unfinished Business 15 R. Roosevelt Thomas, Jr. Chapter 3 360 for Global Leaders: Coaching Through a World Lens 25 Maya Hu-Chan Chapter 4 Asian and Western Executive Styles 35 D. Quinn Mills and Luke Novelli, Jr. PART TWO Developing People: The Key to the Future Chapter 5 Passing the Baton: Developing Your Successor 51 Marshall Goldsmith Chapter 6 Developing Exceptional Leaders: Critical Success Factors 61 James F. Bolt Chapter 7 The Leader's Role in Growing New Leaders 75 Beverly Kaye Chapter 8 Talent Pool or Talent Puddle: Where's the Talent in Talent Management? 83 Marc Effron and Miriam Ort Chapter 9 The Cost of Investing in People Leadership Negatively Affects the Bottom Line: Fact or Fiction? 91 Howard J. Morgan and Paula Kruger PART THREE Engaging People: The Force of Change Chapter 10 Leadership's Silver Bullet: The Magic of Inspiration 103 John H. (Jack) Zenger Chapter 11 Create Awareness Create Change 111 Judith M. Bardwick Chapter 12 I Really Do Care! 121 Joseph Folkman Chapter 13 The Real Legacy of Leadership: Aligning Rhetoric with Reality 133 Albert A. Vicere Chapter 14 What Do Leaders Need to Know About Generation Y in Order to Lead Successfully? 145 Paul Hersey PART FOUR Facilitating Change: The Leader's Role Chapter 15 What Is an Effective Leader? The Leadership Code and Leadership Brand 157 Norm Smallwood and Dave Ulrich Chapter 16 Leading the Emotional Side of Change: The New 21st-Century Leadership Capability 167 Robert H. Rosen Chapter 17 Adjusting the Political Temperature of Your Team 179 Gary Ranker and Colin Gautrey Chapter 18 Making Successful Transitions: The Leader's Perspective 187 Patricia Wheeler Chapter 19 A Question of Leadership: What Does the Organization Need Me to Do? 203 John Baldoni PART FIVE Taking the Lead: The X Factors Chapter 20 Situational Intelligence 213 Laurence S. Lyons Chapter 21 The Arts and Leadership 219 Nancy J. Adler Chapter 22 Client Leadership: Leading in the Marketplace 231 Andrew Sobel Chapter 23 Leading for Sustainability 249 Fons Trompenaars and Peter Woolliams Index 261
TL;DR: In this paper, the authors argue that Europe will only be able to meet the global competition challenge if it excels in research and innovation by fostering the development of firms and institutions that are global leaders in their fields.
Abstract: • Europe will only be able to meet the global competition challenge if it excels in research and innovation by fostering the development of firms and institutions that are global leaders in their fields. This requires action to boost basic research, to develop young, innovative companies, and to reform patents. • On basic research, the European Union needs to raise standards through monitoring and encouragement, introduce more merit-based competition, and help researchers to be more mobile across borders. • To support young, highly innovative companies, the EU should further the integration of venture capital markets and introduce a programme for public funding of projects to commercialise high-risk innovative ideas. • On patents, the EU should abandon plans for a three-layer system of national, EU and European patents, and should make patenting more affordable, especially for start-up companies.