Showing papers on "Global Leadership published in 2011"

Developing Responsible Global Leaders Through International Service-Learning Programs: The Ulysses Experience

Abstract: A new challenge in executive education is to develop responsible global business leaders. We describe “Project Ulysses,” an integrated service-learning program which involves sending participants i...

The Global Challenge: International Human Resource Management

Abstract: Chapter 1: The Challenges of International Human Resource Management Chapter 2: Human Resource Management in the International Firm: The Framework Chapter 3: Becoming Locally Responsive Chapter 4: Achieving Global Integration Chapter 5: Structuring Global Coordination Chapter 6: Building Social Architecture Chapter 7: Managing Global Talent: Recruitment, Selection, and Retention Chapter 8: Developing Global Leaders Chapter 9: Global Performance Management Chapter 10: Managing Knowledge and Innovation Across Borders Chapter 11: Facilitating Change in Multinational Organizations Chapter 12: Managing Alliances and Joint Ventures Chapter 13: Forging Cross-Border Mergers and Acquisitions Chapter 14: Transforming the Global Human Resource Role

Global crises and the crisis of global leadership

Abstract: Part I. Concepts of Global Leadership and Dominant Strategies: 1. Leaders and led in an era of global crises Stephen Gill 2. Leadership, neoliberal governance and global economic crisis: a Gramscian analysis Nicola Short 3. Private transnational governance and the crisis of global leadership A. Claire Cutler Part II. Changing Material Conditions of Existence and Global Leadership - Energy, Climate Change and Water: 4. The crisis of petro-market civilization - the past as prologue? Tim Di Muzio 5. Global climate change, human security, and the future of democracy Richard A. Falk 6. The emerging global freshwater crisis and the privatization of global leadership Hilal Elver Part III. Global Leadership Ethics, Crises and Subaltern Forces: 7. Global leadership, ethics and global health - the search for new paradigms Solomon R. Benatar 8. Global leadership and the Islamic world - crisis, contention and challenge Mustapha Kamal Pasha 9. Public and insurgent reason - adjudicatory leadership in a hyper-globalizing world Upendra Baxi Part IV. Prospects for Alternative Forms of Global Leadership: 10. Global democratization without hierarchy or leadership? The world social forum in the capitalist world Teivo Teivainen 11. After neoliberalism - left versus right projects of leadership in the global crisis Ingar Solty 12. Crises, social forces and the future of global governance - implications for progressive strategy Adam Harmes 13. Organic crisis, global leadership and progressive alternatives Stephen Gill.

Destructive managerial leadership and psychological well-being among employees in Swedish, Polish, and Italian hotels

Abstract: Objective The aim of this cross-sectional exploratory study was to investigate destructive managerial leadership in the hotel industry in Sweden, Poland, and Italy in relation to psychological well-being among employees Methods and participants 554 questionnaires were collected from employees in all occupational groups within hotels The Copenhagen Psychosocial Questionnaire (COPSOQ) measured working conditions, particularly iso-strain or high work demands combined with low control and poor social support, and psychological well-being, defined in terms of mental health, vitality, and behavioural stress Items adapted from the Global Leadership and Organisational Behaviour Effectiveness (GLOBE) research program questionnaire measured autocratic, malevolent, and self-centred leadership styles Differences in ratings between countries were estimated, as well as the relationship between destructive managerial leadership on an organisation level and employee psychological well-being on an individual level The relationship between destructive leadership and psychological well-being among employees was adjusted for employees' reported iso-strain Results Autocratic and malevolent leadership were at the organisation level related to low vitality among employees and self-centred leadership was significantly associated with poormental health, low vitality, and high behavioural stress Autocratic and malevolent leadership were more strongly related to iso-strain than was self-centred leadership Variations in leadership practice between countries were seen in autocratic and malevolent leadership Conclusion This exploratory study suggests a significant association between destructive managerial leadership on the organisation level and poor psychological well-being among employees on an individual level Interventions to decrease iso-strain and enhance psychological well-being among employees could be directed at an organisation level

Global Mindset: A Construct Clarification and Framework:

Abstract: Global mindset has been proposed to be the only unique characteristic of effective global leadership. This article proposes a framework of global mindset that combines cultural intelligence and glo...

Quality Management: A cross-cultural perspective based on the GLOBE framework

Abstract: Purpose – The purpose of this paper is to address the extent to which quality management is “culture‐specific”.Design/methodology/approach – The paper presents the results of a survey administered across 21 countries that seeks to examine quality priorities and practices by adopting the global leadership and organizational behaviour effectiveness (GLOBE) framework. Data were collected in 2006 as part of the fourth iteration of the International Manufacturing Strategy Survey. The methodology involved the use of a self‐administered questionnaire to director/head of operations/manufacturing in best practice firms within the sector of firms classified by ISIC codes (rev.3.1) Divisions 28‐35.Findings – From this study, it emerges that adopting the GLOBE framework provides an invaluable insight into understanding quality management across countries. In particular, the findings show that some national cultures are more conducive to the implementation of quality management than others.Practical implications – The...

Ambidextrous leadership for innovation: the influence of culture

Abstract: We develop a new look on leadership for innovation and propose that effective leaders alternate between a broad range of behaviors and tune their approach to the changing demands of innovation. This is referred to as ambidextrous leadership. As the importance of different leader behaviors varies not only across time but also across contexts, ambidextrous leadership takes different shapes depending on contextual conditions. We discuss culture as an important contextual condition that holds implications for effective ambidextrous leadership. Cultures have different strengths and weaknesses for innovation that can be leveraged or compensated. We use the cultural characteristics identified by the GLOBE project to discuss how leaders can take culture into account when leading for innovation.

Major powers and the quest for status in international politics : global and regional perspectives

Abstract: PART I: Major Global Powers and Their Status Major Power Status Attribution: Conceptual and Methodological Issues T.J.Volgy , R.Corbetta , K.Grant , & R.Baird Global Leader, Global Power, Status Consistent Power: The United States W.R.Thompson From Underachiever to Overachiever, and Where to Now: Russia as a Major Power M.R.Freire From Regional Player to Overachieving Major Power: China Y.Deng The Ups and Downs of Major Power Status: France B.Badie PART II: Regional Powers, Status, and Aspirations for the Global Stage Regional Powers and Their Status: Further Conceptual and Methodological Issues T.J.Volgy , R.Corbetta , K.Grant , & R.Baird South American Regional Order: the Growth of Brazil as a Regional Power M.Herz Regional Power Development in a Space Thick with Competing Powers: India R.Bashrur Regional Power Development in High Conflict Geopolitical Space: Iran and its Competitors Developing Regional Power Capacity: South Africa PART III: Conclusions: The Struggle for World Order and the Future of International Politics T.J.Volgy, R.Corbetta, K.Grant , & R.Baird

Managing cultural differences : global leadership strategies for cross-cultural business success

Abstract: Ch 1 Global leaders and culture Global leaders and communicationGLOBAL LEADERS AND CULTURE Chapter 2 GLOBAL LEADERS AND COMMUNICATIONS Chapter 3 GLOBAL LEADERSHIP IN NEGOTIATIONS Chapter 4 GLOBAL LEADERS AND THE CHANGING KNOWLEDGE CULTURE Chapter 5 Global Leaders Learn from Other Management Systems CHAPTER 6 WOMEN AS LEADERS IN GLOBAL BUSINESS Chapter 7 MANAGING DIVERSITY IN THE GLOBAL WORK CULTURE Chapter 8 EFFECTIVE PERFORMANCE IN THE GLOBAL MARKETPLACE Chapter 9 LEADERSHIP IN CREATING CULTURAL SYNERGY Chapter 10 MANAGING TRANSITIONS AND RELOCATIONS IN THE GLOBAL WORKPLACE Chapter 11 DOING BUSINESS WITH MIDDLE EASTERNERS Chapter12 DOING BUSINESS WITH LATIN AMERICANS Chapter13 DOING BUSINESS WITH ASIANS AND AUSTRALIANS Chapter 14 DOING BUSINESS WITH EUROPEANS Chapter 15 DOING BUSINESS WITH AFRICANS Chapter 16 DOING BUSINESS WITH NORTH AMERICANS

Brazil's ascendance: The soft power role of global health diplomacy

Abstract: Introduction Brazil’s steady ascendance on the world stage over the past decade has been led, in large part, by the country’s growing economic might. A much lauded BRIC (Brazil, Russia, India and China) country blessed by vast resources, Brazil is predicted to emerge this century as a regional and global economic powerhouse. However, the country’s rising influence must also be understood as the product of an effective foreign policy and, in particular, the assumption of high-profile diplomatic roles in negotiating to address key global issues such as climate change, nuclear non-proliferation and trade liberalisation. Among emerging economies, Brazil has been particularly adept at leveraging what is described as “soft power”, defined as the capacity to persuade or attract others to do what one wants through the force of ideas, knowledge and values. Coined by Joseph Nye, the concept of soft power contrasts with “hard power” whereby coercion (underpinned by military and economic might) is used to influence others to act in ways in which they would not otherwise do. He argues that, in a more interconnected world of accelerating globalisation and resultant collective action problems, the currency of global leadership favours soft over hard power. In recent years, world leaders have begun to talk about “smart power” whereby soft and hard power is combined in ways that are mutually reinforcing.1 Brazil’s prominence in global health diplomacy can be understood in this context. Its effective combination of economic might and diplomatic acumen in addressing global health issues offers lessons for other countries seeking to play a more prominent leadership role in the emerging world order.

George W. Bush, Barack Obama and the future of US global leadership

Abstract: The foreign policy world views of George W. Bush and Barack Obama differ dramatically. Bush made terrorism the focal point of his foreign policy and dismissed the idea that either allies or international institutions should constrain America's freedom of action. Obama sees terrorism as one of many transnational problems that require the cooperation of other countries to combat and, as a result, the United States must invest more in diplomatic efforts to build partnerships. Despite these differences, both presidents share one common conviction: that other countries long for US leadership. Bush believed that friends and allies would eventually rally to the side of the United States, even if they bristled at its actions, because they shared America's goals and had faith in its motives. Obama believed that a United States that listened more to others, stressed common interests and favored multinational action would command followers. In practice, however, both visions of American global leadership faltered. Bush discovered that many countries rejected his style of leadership as well as his strategies. Obama discovered that in a globalized world, where power has been more widely dispersed, many countries are not looking to Washington for direction. The future success of US foreign policy depends on the ability of policy-makers to recognize and adapt to a changing geopolitical environment in which the US remains the most significant military, diplomatic and economic power but finds it, nonetheless, increasingly difficult to drive the global agenda.

A developmental approach to global leadership

Abstract: Global leadership development has received increased attention in recent years from practitioners and researchers. Drawing from global mindset, constructive development, and intercultural sensitivity literatures, this article proposes a model for developing global leaders. While developmental activities are challenging for most individuals, it is proposed that training domestic leaders to develop psychological capital will facilitate their growth into global leaders.

What Is Global Leadership?: 10 Key Behaviors That Define Great Global Leaders

Abstract: What is global leadership? It turns out that many companies around the world are missing a key point: that global leadership is distinctly different from the leadership skills needed in a domestic operation. The global economy requires a new set of leadership skills - imbued with a global mindset, multi-functional and effective across cultures and nationalities - that were not as critical even a decade ago. In What Is Global Leadership?, the authors draw on cutting-edge research conducted by Aperian Global, including first-hand interviews with successful global leaders, which highlights ten key behaviors critical to international settings, such as cultural self-awareness, frame-shifting, and developing "third-way solutions." In addition to providing a detailed description of each behavior, the authors demonstrate how these can be applied in the context of leadership development programs, executive coaching, global teams, and leader-led action learning. Whether one is leading an entire organization, a business unit, or a geographically dispersed team, this essential guide provides an important resource for developing global leadership talent.

E‐learning in India: the role of national culture and strategic implications

Abstract: Purpose – The primary purpose of this research paper is to understand the role of national cultural dimensions on e‐learning practices in India. India is considered a major player in the world economy today. US multinationals are significantly increasing their presence in India and understanding cultural preferences will help global companies transition better.Design/methodology/approach – This conceptual paper uses the national cultural dimensions of the global leadership and organizational behavior effectiveness project, which is identified as the most topical theoretical framework on culture. The national cultural scores are used to develop hypotheses for specific cultural dimensions. Examples from the literature are also used to strengthen the proposed hypotheses.Findings – This research proposes that national cultural dimensions of power distance, uncertainty avoidance, in‐group collectivism, and future‐orientation influence e‐learning practices. This study distinguishes between synchronous and async...

Confucian global leadership in Chinese tradition: classical and contemporary

Abstract: Purpose – This paper aims to inquire and argue for a renovated model of Confucian political leadership as a way of political governance rooted in a philosophy of humanity and its potential for development.Design/methodology/approach – The paper is primarily critical and constructive through philosophical analysis and synthesis of ideas and insights into nature of man and political leadership in light of Confucian texts and practices.Findings – Based on reflection and analysis, the classical model of political leadership is shown to consist of core values of virtues and visions in classical Confucianism. By conceptual reconstruction a new Confucian model is formulated in such a way in which ethics of utilities and ethics of justice and righteousness are incorporated. The author further shows how it can be realized in different functions of modernized political and economic leadership. The author finds that this move resulted in achieving an essential transformation toward a more realistic application and p...

Regulation and Governance of Nanotechnology in China: Regulatory Challenges and Effectiveness

Abstract: China’s rapid economic transformation over the last 3 decades has been remarkable both in terms of its speed and scale. As the Economist magazine reported recently, ‘In China each person now produces four times as much as in the early 1970s’ with as many as 400 million people being lifted from abject poverty into the ranks of an urban dwelling middle class in the space of a single generation (Economist, 2007). Much of this transformation has been off the back of China’s movement into low value adding manufacturing, in essence becoming the world’s assembly, manufacturing, textile, and footwear hub. China, however, is rapidly moving to reposition itself and climb up the value China, announcing its ambition to become a global leader in science and technology. This paper explores one such facet of this race for global leadership in science and technology, addressing China’s massive investment in nanotechnology research and attempts to become a leading producer of nano-materials and nano-science knowledge hub. As the paper highlights, however, science and technology innovation are underpinned by regulatory and institutional technologies, and require adroit policy supervision of complex innovation eco-systems. Whether China is able to leverage off its increasing wealth and funnel this into global leadership in science and technology, in large measure depends on still nascent regulatory systems.

Culture Differences in Leadership

Abstract: This paper is a study of the impact culture has on leadership. It gives a comprehensive review of cultural differences in leadership and emphasizes the importance of understanding cultural differences between countries by examining the work of Geert Hofstede and the GLOBE (Global Leadership Organizational Behavioral Effectiveness). In earlier studies, Bernard Bass (1990) pointed out the different units of analysis in the study of leadership and culture: within and among countries, organizations and groups. In addition, he underscored the importance of understanding cultural differences, between countries. Studies such as Hofstede’s and the GLOBE project have shown that the success of the work of one nation’s individual in another culture is dependent upon understanding cultural differences, including the variations among attitudes towards and the practice of leadership styles. This article is a summary of the study of leadership in different cultures. The globalization of many organizations and the increasing interdependence of nations make the understanding of culture and its influence on leadership increasingly important.

Ranking the future global manager characteristics and knowledge requirements according to UAE business managers' opinions

Abstract: Purpose – The purpose of this paper is to rank the importance of global manager characteristics according to the views of private and public leaders in the United Arab Emirates (UAE). In addition, it will establish the most important and in demand managerial knowledge for UAE managers over the next five years.Design/methodology/approach – This study was conducted using a two‐part questionnaire developed by the researchers. The purpose of the 52‐item questionnaire is to assess managers' ability to work in an international business environment. The sample includes 180 managers, from different public and private organizations in the UAE. Based on prior research, the characteristics examined include the following: communication skills, adaptability, open‐mindedness to foreign environments, strong technical skills, stress management, ability to work well with others, social intelligence, and valuing diversity and multicultural teamwork. Factor analysis is used to analyze the importance of these global leader c...

Preparing our leaders for the future

Abstract: Purpose – Recent research released by global talent management company, DDI, shows that over the last decade, there seems to be little real improvement in leadership quality. In the most recent Global Leadership Forecast, only one in three leaders reported that their quality of leadership was high and only 18 percent of HR professionals reported strong bench strength to meet future business needs. Clearly a significant shift is required in developing our leaders if this trend is to change, so the aim of this article is to ask: what can DDI's 6th Global Leadership Forecast tell us about leadership effectiveness and development?Design/methodology/approach – The Global Leadership Forecast is a comprehensive survey of the attitudes of leaders in relation to talent management practices, encompassing the views of more than 12,000 organizational leaders and 1,800 HR professionals from across 74 countries.Findings – Leaders rate themselves poorly, do not possess the skills necessary for future business success an...

The Career Experiences of African American Female Engineers

Abstract: African American women are significantly underrepresented in engineering workplace organizations. However, the primary focus, in the field, is on the STEM pipeline in K-12 and undergraduate education. If the engineering community does not address contributing factors in workplace organizations, then the overall goal of increasing the underrepresented populations in the engineering field will not be met. As a result, this study examines the career experiences of African American female engineers to understand the challenges, which impact their development. Implications for research and practice are given to support this population and other underrepresented groups in STEM. The intellectual capital produced by a country is connected to the innovation and advancements made in science, technology, engineering, and mathematics, commonly referred to as STEM (National Academy of Sciences, 2007; NACME, 2008; Science and Engineering Indicators, 2006). What the US produces and contributes as a country in these fields, is the measurement of progress, innovation, and leadership. Historically, the US leads the race in STEM research and advancements (National Academy of Sciences, 2007; Science and Engineering Indicators, 2006). However, due to a reduction in the number of students pursuing STEM careers, a reduction in the number of STEM research projects, and a move to international markets for engineering production and manufacturing, to name a few of the challenges, the US is faced with the dilemma of diminishing interests and advancements in STEM, which impacts the output and global leadership in a technologically-led global society (National Academy of Sciences, 2007; Science and Engineering Indicators, 2006). To address these issues, oftentimes the field examines the talent pool and efforts to increase the pipeline for STEM occupations (National Academy of Sciences, 2007; NACME, 2008) in particular, targeting underrepresented populations. Consequently, the preponderance of literature and research addressing STEM issues is focused on the pipeline, specifically recruitment and retention of underrepresented groups in the K-12 and collegiate realm (e.g. National Academy of Sciences, 2007). For underrepresented populations (American Indian/Alaska Natives, Blacks, Hispanics, Pacific Islanders, and women) who manage to successfully navigate the K-12 pipeline and collegiate domains, there are additional challenges encountered in professional workplace organizations. As a result, if the engineering field does not address contributing factors in workplace organizations, then the overall goal of increasing the underrepresented populations in the engineering field will not be met. Purpose of the Study Women of color, specifically African American women, are marginally represented in engineering workplace settings. According to the National Science Foundation (Division of Science Resources Statistics, Scientist and Engineer Statistical Data System: Table H-6, 2006) only 10% of the engineering workforce is characterized by racial/ethnic underrepresented

Global Leadership Development: An Analysis of Talent Management, Company Types and Job Functions, Personality Traits and Competencies, and Learning and Development Methods

Abstract: As our world "shrinks" and globalization increases, companies are changing strategies and operational procedures, which are dependent on leaders to deploy and implement. As companies evolve from domestic companies towards international, multinational and global companies, developing future global leaders becomes an essential component for successfully carrying out corporate global strategies. Because of this, there is an increasing need for global leaders; yet, they are not prepared, causing a significant shortage of global leaders, which is a critical issue for human resource departments. Thus, global leadership development (GLD) programs are urgently needed to address the gap between global leadership needs and the capacity shortage, and should be a major focus of HR's talent management. Even though GLD significantly impacts company performance, current GLD programs offered by practitioners are deficient and there is disjointed research on the topic by scholars. However, there is a growing consensus around global leadership attributes (personality, values, cultural background and corporate work experience) used for the recruiting and succession planning talent management functions, global leadership competencies (engagement in personal transformation, knowledge, networking skills, social judgment skills, self awareness, and self regulation) used for the career development talent management function, and learning and development methods (expatriate assignment, global teams, experiential learning, coaching, intercultural training, assessment and reflection) used for the learning and development talent management function. The research findings indicate several implications for practitioners to address when building a global leadership development program. First, personality traits and global leadership competencies are primarily idiosyncratic to job function, but not to company type. Second, while leadership competencies are the same for domestic and global leaders, certain competencies are more critical for global leaders and the proficiency level typically increases. Third, the list of competencies must be manageable, clearly defined and comprehensive. And fourth, the learning and development method and corresponding budget prioritization is very dependent on the global leadership competency to be developed. Degree Type Dissertation Graduate Group Education First Advisor Jonathan A. Supovitz

Global Crises and the Crisis of Global Leadership: Introduction: global crises and the crisis of global leadership

Abstract: The subject of this book is global crises and the crisis of global leadership Its title refers to crises, in the plural, because – despite the incessant and important focus on the financial and economic crisis that has preoccupied much of the world over the past three years – in the current global conjuncture the world faces a diversity of intersecting, but nonetheless ontologically distinct, crises These are located not only within political economy but also in ethics, law, society, culture and ecology – and they all call into question the prevailing models of global development and governance Nevertheless, although these intersecting crises are distinct, most of the authors in this collection connect them with some of the contradictions associated with the current neoliberal phase of global capitalism Taken together, these crises may be said to combine in what I call a global organic crisis The term ‘global leadership’ is initially used in this volume in the singular , since there is an identifiable, neoliberal nexus of ideas, institutions and interests that dominates global political and civil society – one that is associated with the most powerful states and corporations This nexus involves a form of leadership and expertise intended to sustain and enlarge capitalist market society and its associated principles of governance; in particular, it claims to provide effective mechanisms of stabilization and the ability to master crises – a claim of competence that is challenged in this book Moreover, although neoliberal crisis management is preoccupied with economic stabilization, it has generally made minimal effort to address the fundamental crises of livelihood and social reproduction (the way in which production is connected to the wider social conditions within which it operates) that afflict a majority of the world's population, such as the global health, food, energy and ecological crises Moreover, in responding to crises, neoliberal political leaders have frequently sought to make ‘unholy’ alliances with authoritarian and dictatorial forces, particularly in much of the Third World; in both North and South they have also sought to maintain a condition of depoliticization and political apathy The goal has been to channel and incorporate forms of resistance and contain fundamental political contestation as to the nature and purposes of rule Whether this strategy can continue is an open question

Expert Cognition and Sensemaking in the Global Organization Leadership Context: A Case Study

Abstract: Globalization and global problems, such as the financial meltdown, global warming, and the threat of pandemics, have created an increasing need for global leadership (GL). However, a review of the limited empirical research on this relatively new field indicates that more foundational research is required. This case study represents a departure from the typical competency approach to study expert cognition in global leaders. It illustrates the process used by a global leader in the high tech industry to influence how a network of global teams thought and worked collaboratively to resolve a critical, complex technological problem. Cognitive task analysis was utilized to unpack the global leader’s thinking about his work context, work approach, and sense-making. The chapter concludes with implications for global leadership research.

Leadership in “Confucian Asia”: a three-country study of justice, trust, and transformational leadership†

Abstract: Increasing globalization and the economic uncertainty inherent in the recent financial crisis have strained the already tenuous commitment of many employees, making followers’ perceptions of justice and trust more critical now than ever before in retaining a loyal workforce. A model of leadership, organizational justice, trust, and work outcomes such as commitment and satisfaction, similar to the one tested in the US, was extended to three countries in the so-called “Confucian Asian Cluster” in the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study. Data were collected from executives in: Mainland China (N=131), Singapore (N=246), and Taiwan (N=99). Results indicate that transformational leaders in the Mainland build trust through procedural justice and distributive justice; trust in the leader is, in turn, related to job satisfaction and commitment. Transformational leaders in Singapore work indirectly through both distributive and procedural justice mechanisms to build trust and w...

Global Crises and the Crisis of Global Leadership: Private transnational governance and the crisis of global leadership

Abstract: Summary This chapter explores the centrality of private transnational governance to the crisis of global leadership It focuses on the role that private transnational lawyers, accountants and expert systems of knowledge play in recasting relationships between leaders and led in the face of global capitalism's deepening crisis Transnational lawyers and financial experts are analysed as the organic intellectuals and leaders of the nascent global, neoliberal market civilization whose role is to provide the legal expertise and infrastructure for expansive global capitalism Binding rules facilitate capital expansion by securing investors against existing, new and emergent business risks Organic intellectuals' success turns upon their ability to legitimate ‘expert’ rule by successfully characterizing this predominantly private system of governance as public in nature and effect and as ‘common sense’ However, the chapter argues that the domain of experts, like that of common sense, is in fact contested, revealing cracks and openings that enable the development of a critical understanding of private transnational governance Introduction This chapter explores the significance of private transnational governance in regulating the global political economy and its centrality to the crisis of global leadership Transnational governance is a mode of governance that ‘structures, guides and controls human and social activities and interactions beyond, across and within national territories’ and is ‘embedded in and supported by other modes of governance’ (Djelic and Sahlin-Andersson 2006: 6) Transnational governance comprises a multiplicity of actors and institutions, including governments, international organizations, transnational business corporations and various private business associations It is associated generally with the expansion of global capitalism and neoliberal principles that privilege the market as the template of ‘good governance’ and ‘common sense’ (Djelic 2006) The particular focus of this chapter is on private transnational governance and the central leadership role played by private actors in linking local and global political economies together into complex governance arrangements that serve to discipline national economies and societies according to delocalized and private systems of rule Corporate and professional actors, such as lawyers, arbitrators, accountants, bankers, insurers and underwriters, as well as systems of private transnational law, assert significant leadership in the global political economy

Foreword to Special Issue on ‘Responsible Leadership’

Abstract: This Special Issue on ‘Responsible Leadership’ represents the distilled outcome of both an open call for papers on the topic and a call for papers related to the 1st international conference on responsible leadership which took place from the 18th to the 20th of May 2010 in Pretoria, South Africa. Given the many contributions to a topic of increasing interest in both business practice and academia the selection of papers was not easy. At the end of the reviewing process, eight papers were selected: seven from the submissions received through the open call for papers and one from the conference. The conference, organised by the Albert Luthuli Centre for Responsible Leadership at the University of Pretoria, in partnership with the Deutsche Gesellschaft fur Internationale Zusammenarbeit (GiZ), attracted a diverse international group of practitioners, business leaders and scholars from the fields of business education, business ethics, corporate social responsibility and leadership. What this conference highlighted, was the many challenges that still remain when it comes to establishing responsible leadership both in theory and practice. Whilst offering conceptualisations for the improvement of leadership is a first and perhaps easier response, what is more difficult is to facilitate the actual change to happen. Against the common backdrop of contemporary ‘irresponsible’ leadership cases, one of the most highlighted challenges delegates discussed to facilitating improved, more responsible leadership, is to bring about the change within the current generation, in the face of dominant business-as-usual market, policy and paradigmatic forces. There was also common sense that educators, schools and companies need to focus more on developing the next generation of responsible global leaders. As it turned out, whilst many good stories were being shared from the practices of business leaders and practitioners, there was a need for a coordinated approach towards creating the right conditions, and overcoming the resistance towards change for responsible leadership to emerge. Discussions highlighted that (1) on an individual level, it requires questioning the contemporary moral and social order, as well as moving beyond the skills and attributes dimensions, towards investing in the ethical and values dimensions of leadership; (2) on a business level, it requires reframing the rules (the social contract with stakeholders) that guide business practices, which implies also critically engaging with approaches and paradigms of business education; and (3) on a societal level, facilitating global citizenship and collaboration—moving from the ‘me’ to the ‘we’ to the ‘us’. We hope that this Special Issue will not only generate interest in the emerging domain of studies on responsible leadership, but also will pave the way for future research in this area in the years to come.

Global leadership challenges - and possibilities for tackling them

Abstract: Aalto University, P.O. Box 11000, FI-00076 Aalto www.aalto.fi Author Author(s): Name of the publication Global Leadership Challenges and Possibilities for Tackling them Publisher School of Economics Unit Department of Management and International Business Series Aalto University publication series BUSINESS + ECONOMY 5/2011 Field of research Management Abstract The project studied challenges of transformative leadership in two research streams: 1. ‘Commitment Creep’, looking into: How and why does creeping commitment (causing a strategic bind or lock-in situation) develop? How could creeping commitments be prevented in organizations? 2. ‘Engagement’, looking into: In the context of globally dispersed organizations, getting people to respond to aspirational challenges prior to, or without a manufacture of, a crisis and engaging their full creativity for contribution.The project studied challenges of transformative leadership in two research streams: 1. ‘Commitment Creep’, looking into: How and why does creeping commitment (causing a strategic bind or lock-in situation) develop? How could creeping commitments be prevented in organizations? 2. ‘Engagement’, looking into: In the context of globally dispersed organizations, getting people to respond to aspirational challenges prior to, or without a manufacture of, a crisis and engaging their full creativity for contribution. Commitment Creep develops from streams of decisions, which are not independent. The previous decisions direct the next decisions in many ways. The result is a strategic bind or lock-in situation from which the organization cannot easily escape. In our case study we found that a successful business model based on extremely efficient production and distribution was repeatedly expanded over the years. The various decisions formed streams in which the attention to production efficiency accumulated and therefore many other things remained unattended. The accumulation of attention develops into a phenomenon called general dominant management logic, or simply “dominant logic”, which affects decision making processes. Thus, dominant logic acts as an information filter for organizational attention, that is ”focused only on data deemed relevant by the dominant logic”. The experience of high engagement consists in: authenticity, presence, intuition and intensity; • Engagement can be sustained over long periods of time, if a creative tension between ‘edging’ (i.e. instances of reaching beyond through far-reaching goals or tasks) and ‘retreating’ (i.e. resting) is maintained. Both edging and retreating are required if engagement is to be maintained; • Engagement is enabled by the physical and socio-emotional spaces that surround us. As engagement is created in interactions, a supportive and rewarding socio-emotional space is critical. High engagement is also enabled through empowerment, serendipity, significant others, and meaningful tasks/work; • When employees are engaged, their work outcomes tend to be more creative, fit the task, and further result in contagious enthusiasm as well as commitment to the results. • In a broader perspective, we argue that our findings on employee engagement bear consequences for the way in which innovation occurs in organizations, as well as for the types of routines that organizations need to nurture in order to thrive in an increasingly competitive global landscape.