Showing papers on "Global Leadership published in 2012"
TL;DR: This article found that personality characteristics (extraversion, openness to experience, and lower neuroticism) and cross-cultural experiences (organization-initiated cross-cultured work experiences and non-work crosscultured experiences) are predictors of dynamic cross-culture competencies (tolerance of ambiguity, cultural flexibility, and reduced ethnocentrism).
282 citations
TL;DR: The lack of a precise, rigorous and commonly accepted definition of global leadership limits the field's conceptual and empirical progress as discussed by the authors, and the lack of such a definition limits the potential for research and practice.
159 citations
TL;DR: In this paper, a new positive approach to global leadership is proposed to leverage diverse strengths in themselves and their environment to more effectively meet the escalating challenges they face now and in the future.
124 citations
TL;DR: In this paper, the GLOBE Project data from the Middle East and North Africa (MENA) region has been used to study leadership and culture in the MENA region, showing that cultural practices are manifested by higher in-group collectivism and power distance, whilst cultural values are represented by a common desire for higher performance and future orientation.
99 citations
01 Jan 2012
TL;DR: The U.S. Innovation Policy for Global Economy as discussed by the authors emphasizes the importance of sustaining global leadership in the commercialization of innovation which is vital to America's security, its role as a world power, and the welfare of its people.
Abstract: America's position as the source of much of the world's global innovation has been the foundation of its economic vitality and military power in the post-war. No longer is U.S. pre-eminence assured as a place to turn laboratory discoveries into new commercial products, companies, industries, and high-paying jobs. As the pillars of the U.S. innovation system erode through wavering financial and policy support, the rest of the world is racing to improve its capacity to generate new technologies and products, attract and grow existing industries, and build positions in the high technology industries of tomorrow. Rising to the Challenge: U.S. Innovation Policy for Global Economy emphasizes the importance of sustaining global leadership in the commercialization of innovation which is vital to America's security, its role as a world power, and the welfare of its people. The second decade of the 21st century is witnessing the rise of a global competition that is based on innovative advantage. To this end, both advanced as well as emerging nations are developing and pursuing policies and programs that are in many cases less constrained by ideological limitations on the role of government and the concept of free market economics. The rapid transformation of the global innovation landscape presents tremendous challenges as well as important opportunities for the United States. This report argues that far more vigorous attention be paid to capturing the outputs of innovation - the commercial products, the industries, and particularly high-quality jobs to restore full employment. America's economic and national security future depends on our succeeding in this endeavor.
97 citations
TL;DR: The authors argue that four developmental shifts are required to be effective in this context: developing multicultural effectiveness, becoming adept at managing paradoxes, cultivating the "being" dimension of human experience, and appreciating individual uniqueness in the context of cultural differences.
Abstract: Global leaders operate in a context of multicultural, paradoxical complexity in the world—a context that most leaders find themselves facing today. We argue that 4 developmental shifts are required to be effective in this context: developing multicultural effectiveness, becoming adept at managing paradoxes, cultivating the “being” dimension of human experience, and appreciating individual uniqueness in the context of cultural differences. Challenges for industrial–organizational (I–O) psychology are identified in each area. The article concludes by inviting I–O psychologists to integrate competing frameworks, explore related disciplines, revamp leadership competency models, create new tools and frameworks for developing global leaders, and step up to become global leaders ourselves.
84 citations
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TL;DR: Barber et al. as discussed by the authors assume the near certainty that the Pacific region will take primary leadership of the global economy in the near future and explore the implications for their education systems, and outline the key characteristics of Pacific Asian systems which contribute to performance of their educational systems.
Abstract: Michael Barber, Professor, chief education advisor at Pearson, London, UK. Email: krdonnelly@pearson.com Address: Institute for Public Policy Research, 4th Floor, 14 Buckingham Street, London WC2N 6DF, UK.Katelyn Donnelly, executive director in the administration of the chief education advisor at Pearson, London, UK. Email: krdonnelly@pearson.com Address: Institute for Public Policy Research, 4th Floor, 14 Buckingham Street, London WC2N 6DF, UK.Saad Rizvi, executive director in the administration of the chief education advisor at Pearson, London, UK.Email: krdonnelly@pearson.com Address: Institute for Public Policy Research, 4th Floor, 14 Buckingham Street, London WC2N 6DF, UK.This essay assumes the near certainty that the Pacific region will take primary leadership of the global economy in the near future and explores the implications for their education systems. It explores the historic insights that can be taken from the Atlantic’s rise to global leadership and outlines the economic transformation over the last 50 years that has shifted leadership from the Atlantic to Pacific Asia.On this foundation, the authors lay out a new model for fostering innovation among individuals, teams, organizations and society as a whole. Lessons about creativity and innovation have major implications for public policy. Education-deeper, broader and more universal-has a significant part to play in enabling humanity to succeed in the next half century.The authors outline the key characteristics of Pacific Asian systems which contribute to performance of their educational systems.Despite the rooted nature of educational progress in the region, the leaders should not leave the educational systems well alone. The paper sketches out what features the education systems require to enable successful global leadership and innovation in the decades ahead. The authors recommend a combination of best practices in coherent reform of education systems together with the latest thinking on unlocking systemic innovation to produce the ‘whole-system revolution’ that will be required to inspire a generation and produce global leaders who are able to rise to the challenges of the 21st century.
72 citations
TL;DR: In this article, the authors argue that national culture is important in interpreting the differences of entrepreneurial activities between countries, and that national wealth plays a moderating role between national culture and entrepreneurial activities.
Abstract: In this paper, we argue that national culture is important in interpreting the differences of entrepreneurial activities between countries. Furthermore, national wealth plays a moderating role between national culture and entrepreneurial activities. Datasets from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project and Global Entrepreneurship Monitor (GEM) study were analyzed. We find that there are interaction effects between GDP, a proxy for national wealth, and several cultural dimensions on entrepreneurial activities. More traditional cultural variables (in-group collectivism, humane orientation, and power distance) enhance early-stage and established entrepreneurship in low- and medium-GDP countries, but hinder early-stage and established entrepreneurship in high-GDP countries. More modernistic cultural variables (performance orientation, future orientation, and uncertainty avoidance) promote high-growth and high-innovation entrepreneurship in some situations, especially in high-GDP countries. Implications and limitations are discussed.
56 citations
TL;DR: In this paper, the authors investigated the convergence and divergence perspectives in organizations to determine whether certain leadership competencies are universally endorsed by managers across countries (supporting convergence) as being important for success in organizations, or if the importance of the leadership competency were dependent upon certain cultural dimensions.
Abstract: We investigated the convergence and divergence perspectives in organizations to determine whether certain leadership competencies are universally endorsed by managers across countries (supporting convergence) as being important for success in organizations, or if the importance of the leadership competencies were dependent upon certain cultural dimensions (supporting divergence). Participants were 9,942 practicing managers in 40 countries. Because managers were nested within their respective countries and endorsement was a binary outcome variable, a special case of multilevel analysis known as a hierarchical generalized linear model (HGLM) was used. Findings support cross-national convergence: Resourcefulness, Change Management, and Building and Mending Relationships were highly valued among managers across countries, and cultural values did not seem to influence this endorsement. Balancing Personal Life and Work was not as valued globally. Researchers must investigate leadership competencies that are important to organizational success across countries. Due to globalization, it is vital that managers become aware of the values espoused within their organization as well as among their business partners and contemporaries. This may facilitate cross-national business interaction and leader effectiveness. This study advances theory in its attempt to empirically examine whether leadership competencies needed to succeed in organizations are universally endorsed. Moreover, the sample of managers utilized was unique and extremely robust. The study offers methodological advances as well; it is one of the few examples of the appropriate use of a special case of multilevel data analysis that enables the use of a binary outcome measure.
52 citations
TL;DR: In this paper, the authors focus on the challenges and obstacles in the development of an innovation-driven wind industry in China and argue that more attention should be paid to improve the coordination and cooperation among the various actors of the wind energy innovation system, to the build-up of a marketoriented education and training system as well as to intellectual property protection.
48 citations
18 Apr 2012
TL;DR: In this article, the authors focus on the extreme complexity of the global context in relation to global leadership expertise and relate how the subjects in a qualitative study of expert cognition in global leaders describe their work context.
Abstract: We focus on the extreme complexity of the global context in relation to global leadership expertise. We relate how the subjects in a qualitative study of expert cognition in global leaders describe their work context. Our goal is to build a foundation for a theoretical argument as to what distinguishes domestic/traditional leadership from global leadership and further clarify the role context plays in challenging and developing global leaders.
TL;DR: The authors assesses emerging powers' leadership potential in sustainable development diplomacy and finds that emerging powers are already engaging in policy coordination in the sustainable development realm, have begun to use their influence to create incentives for other actors in the system and have been conducting skillful diplomacy to develop their coalitions and forge consensus in global policy-making.
Abstract: It is often argued that the growth of major emerging powers, such as China, India, Russia, and Brazil, will have a transformative effect on the world economy and politics, but the implications of their rise on sustainable development diplomacy have remained understudied. Do these new powers have the potential to exercise leadership and address the stalled performance on the sustainable development agenda? Drawing on theories of leadership in multiparty negotiations and the empirical study of two major emerging powers’ coalitions, BRICS (Brazil, Russia, India, China, South Africa) and BASIC (Brazil, South Africa, India, China), this article assesses their leadership potential in sustainable development diplomacy. It finds that emerging powers are already engaging in policy coordination in the sustainable development realm, have begun to use their influence to create incentives for other actors in the system and have been conducting skillful diplomacy to develop their coalitions and forge consensus in global policy-making. However, exerting actual global leadership would require building a stronger policy agenda. One area with particular potential for emerging powers to exert leadership is the clean energy arena of sustainable development diplomacy.
TL;DR: In this paper, the influence of gender on the leadership and cultural dimensions identified in the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program has been examined and found that gender is a significant predictor in two of the nine cultural dimensions (gender egalitarianism and assertiveness) and two of six leadership dimensions (participative leadership and self-protective leadership).
Abstract: Increasingly, human resource managers are recognizing the need to understand how the differences between men and women affect organizational culture and leadership. This study of 314 workers examines the influence of gender on the leadership and cultural dimensions identified in the acclaimed Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program. The results show that gender is a significant predictor in two of the nine cultural dimensions—gender egalitarianism and assertiveness—and two of the six leadership dimensions—participative leadership and self-protective leadership. These findings can help HR managers capitalize on the strengths of both male and female employees as they design policies and practices to achieve organizational objectives. © 2012 Wiley Periodicals, Inc.
01 Jan 2012
TL;DR: The New Virtuosi: Global Managers as mentioned in this paper is a challenge for global managers to identify the "Virtues of Leadership" and "Vestuosi": Cognitive and Energizing Virtues 4. Amiability and Citizenship Virtues 5. The Virtues of Transcendence 6. What Is To Be Done?
Abstract: 1. The Virtues of Leadership: Contemporary Challenge for Global Managers 2. The New Virtuosi: Global Managers 3. Cognitive and Energizing Virtues 4. Amiability and Citizenship Virtues 5. The Virtues of Transcendence 6. The Virtues of Global Leaders: An Integrative Research Perspective 7. What Is To Be Done?
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TL;DR: A good number of the newly independent African states were at comparable levels of socioeconomic development as their East Asian counterparts, for example Ghana had the same per-capita income as South Korea, and Nigeria as Malaysia's.
Abstract: A good number of the newly independent African states were at comparable levels of socio-economic development as their East Asian counterparts, for example Ghana had the same per-capita income as South Korea, and Nigeria as Malaysia's (World Bank, 2010b). However, a great divergence developed between the two regions despite a strong run of socioeconomic development in Africa during the first decade of independence. Various explanations have been put forth to explain Africa's stagnation and its diversion from other regions of the World. While providing arguments as to why this divergence happened, we provide evidence against this pessimistic history of Africa's development, and point out to the notable progress and emergence of areas where Africa is exhibiting leadership; making it a force for change and transformation in the coming years.
TL;DR: In this article, the authors present a conceptual framework and a set of conditions within which nations and business can strive to embed sustainability in corporate/national strategy, and the objective is to motivate business and national leaders to do so with sustainability mindsets and strategic leadership.
Abstract: Purpose – The purpose of the paper is to present a conceptual framework and a set of conditions within which nations and business can strive to embed sustainability in corporate/national strategy. The objective is to motivate business and national leaders to do so with sustainability mindsets and strategic leadership. The pre‐conditions that will accelerate the “motivation” to do so are identified, as are interventions identified. The sphere of influence business and national leaders have to impact sustainable globalization is identified.Design/methodology/approach – The approach is to focus on information in the public domain that outlines the “real” challenges faced by nations and business as they consider the need for sustainability and key issues such as “poverty and climate change”, which if not addressed could have detrimental strategic implications for the planet, business and nations. The changes that have taken place since 1982 when global leaders signed up to Agenda 21 and the relatively insigni...
Journal Article•
TL;DR: The authors examines the role of culture and cognitive processes in leader behaviour, and works to explain why such differences exist across regions, using the example of China to illustrate the validity of this approach.
Abstract: Much of the research on global leadership focuses on specific traits that managers and leaders should possess. While the literature acknowledges the importance of cultural differences in influencing both leadership and followership, it largely ignores differences in cognitive processes that can influence how attitudes are developed and behaviours are manifested in local environments as they relate to leadership. With this in mind, this paper examines the role of culture and cognitive processes in leader behaviour, and works to explain why such differences exist across regions. The example of China is used to illustrate the validity of this approach. Implications for research, theory development, and management practice are discussed.
TL;DR: The resultant GNLI experience is unique in terms of senior nursing development opportunities available globally; senior and executive level nurses from different countries representing all world regions and all levels of income and all settings and sectors.
Abstract: Background: The International Council of Nurses (ICN) and its member National Nurses Associations have for some time recognized the need and potential for a global level leadership development opportunity for senior and executive level nurses. Through ICN’s international health policy influencing activities and experience in the delivery of national and national association leadership development programmes, the need for more senior level global leadership development was increasingly evident. Various national and international studies and reports have also echoed the need for nurse leadership. Aim: In response to this need, ICN established the Global Nursing Leadership Institute (GNLI), an annual leadership development programme for nurses at senior and executive levels from across the globe. A number of strategic outcomes that might be achieved from attending a GNLI programme were identified and used to secure funding support for the initiative. These were that participants would be better equipped to build strategic alliances, be aware of their own leadership capacity, increase global healthcare knowledge, be better equipped to influence policy, improve strategic planning and thinking, be able to take on higher leadership roles and develop international networks. Process: A high-level advisory committee oversaw the design and development of the annual leadership development programme and undertook the selection of participants. The first GNLI was established in September 2009. The GNLI programme was delivered in English and was held at venues near Geneva in Switzerland. This article refers to the design, format and broad outcomes of GNLI 2009 and GNLI 2010 including the strategic objectives, funding arrangements, action-learning approach, participant selection and profile, development needs analysis, programme elements and design, learning environment and evaluation. Outcomes: The resultant GNLI experience is unique in terms of senior nursing development opportunities available globally. GNLI is specifically unique in the diversity of participants; senior and executive level nurses from different countries representing all world regions and all levels of income and all settings and sectors. GNLI is also unique in its ability to provide participants with the leadership development opportunity within the international context and proximity to various international health-related agencies. This article refers to the first two GNLI programmes that have resulted in 60 GNLI graduates who continue to develop leadership capacity and utilize networks formed while attending the GNLI. ICN has secured funding to continue the GNLI initiative for a further 3–4 years, and so GNLI will continue to build global nurse leadership at the strategic level.
TL;DR: In this article, the authors focus on one university's experiences taking leadership students abroad and using unique activities/discussions to study and build global leadership competencies, focusing on the United Kingdom.
Abstract: No one could argue with the fact that our world is changing at an exponentially rapid pace. As leadership educators, it is our role to prepare students for change in the global workplace and communities. This article will focus on one university's experiences taking leadership students abroad and using unique activities/discussions to study and build global leadership competencies.
01 Jan 2012
TL;DR: The application of management models and techniques to the corporate world had a positive impact by improving firms' output, productivity, product innovation, and variety as mentioned in this paper, and the implementation of some of those models after the Second World War brought about formidable GDP growth in Western Europe, North America and Japan.
Abstract: In the twentieth century, the company became one of the most successful social innovations, and management emerged as an essential pillar for economic growth and social progress. The application of management models and techniques to the corporate world had a positive impact by improving firms’ output, productivity, product innovation and variety. The implementation of some of those models after the Second World War brought about formidable GDP growth in Western Europe, North America and Japan.
01 Jan 2012
TL;DR: The Global Leadership For Social Justice: Taking It From The Field To Practice as discussed by the authors proposes perspectives for conceptualizing the preparation of leaders for social justice and equity-oriented work in schools.
Abstract: Global Leadership For Social Justice: Taking It From The Field To Practice proposes perspectives for conceptualizing the preparation of leaders for social justice and equity-oriented work in schools. Although faculty in the field of education have prepared thousands of school leaders, and the research continues to expand, limited research exists regarding how to prepare leaders for social justice work in schools, especially considering international contexts. This book builds on extant empirical and theoretical work in the area of educational leadership, and deepens understanding of what leading for social justice and equity-oriented work looks like within diverse schools.
Journal Article•
TL;DR: The SHLCorpo-rate Leadership model (Bartram & Inceoglu, 2011) combines the widely accepted trans-formational and transactional themes into four main functions, each emphasizing characteristic types of behavior that leaders have to cope with (e.g., dealing with different markets, different stakeholders,and different levels of the organization).
Abstract: DAVE BARTRAMSHL GroupWe agree with Holt and Seki (2012) thatthe need for global leadership competencymodels should go beyond assessmentof the Big Five personality constructsand cannot be met by simply addinga multicultural effectiveness competency.However, we do not see the need tototally revamp existing models for theglobal context. We should instead buildon what have already been establishedas competencies relevant to leadershipeffectiveness. Our view is that leadershipcompetencies are leadership competenciesacross all situations; however, their scopeneeds to be broadened for a multiculturalcontext. Such a context adds to theheterogeneity and complexity that leadersexperience but is not different in kind tothe other aspects of complexity with whichleaders have to cope (e.g., dealing withdifferent markets, different stakeholders,and different levels of the organization).We illustrate how broadening leadershipcompetencies for a multicultural or globalcontext can work by providing examplesfrom a leadership model that we are apply-ingsuccessfullyinpractice.TheSHLCorpo-rate Leadership model (Bartram & Inceoglu,2011) combines the widely accepted trans-formational and transactional themes intofour main functions, each emphasizingcharacteristic types of behavior that are
Book•
27 Mar 2012
TL;DR: Angel Cabrera and Gregory Unruh as mentioned in this paper define a new context for global leadership, vividly illustrating both the challenges and the opportunities facing today's executives, and provide the tools and guidance to help leaders develop even deeper leadership skills.
Abstract: What does it take to lead a global business? What makes being a global business leader today such a complex task? It's more than mastering your knowledge of various geographies and cultures, though that is essential But to succeed, you must also master the complex mind-set and competencies needed to lead in today's fully globalized world Not an easy assignment Enter Angel Cabrera and Gregory Unruh In Being Global, they pull from their extensive experience as well as research they conducted at the Thunderbird School of Global Management, which has been cited by the Financial Times, US News and World Report, and The Economist for its authority on global business In Being Global, Cabrera and Unruh define a new context for global leadership, vividly illustrating both the challenges and the opportunities facing today's executives How can you be effective? What new skills must you learn in order to be successful? What do international teams do to stay connected while still producing results on a regional scale? Being Global is written for leaders at all levels of their careers--whether in big business or small, private sector or government--who aspire to think and act globally and who need some help getting there Being a global citizen is just the starting point Cabrera and Unruh provide the tools and guidance to help you develop even deeper leadership skills, to benefit both you and your organization
TL;DR: ZITTEL et al. as discussed by the authors presented the Divergence and convergence in nursing and health care among six countries participating in ICN's 2010 Global Nursing Leadership Institute (GNLI).
Abstract: ZITTEL B., EZZEDDINE S.H., MAKATJANE M., GRAHAM I., LUANGAMORNLERT S. & PEMO T. (2011) Divergence and convergence in nursing and health care among six countries participating in ICN's 2010 Global Nursing Leadership Institute. International Nursing Review59, 48–54
In 2009 the International Council of Nursing (ICN) launched, with support from Pfizer External Medical Affairs, a Global Nursing Leadership Institute (GNLI) which was again repeated in the fall of 2010. The programme, provided in English, at a location near ICN headquarters in Geneva, Switzerland, provided the opportunity for senior and executive level nursing leaders throughout the world to acquire new knowledge and skills about national and global leadership within a supportive and stimulating learning environment. Once selected for participation, GNLI members are requested to complete a country profile – a two to three page precis providing information regarding health and nursing specific to their respective country encompassing the following: the country's health system and how it is funded; identification of current or proposed changes in the health system; national demographic data such as population, gross national income, average life expectancy, number of nurses and physicians, and the top three causes of deaths; and key issues facing the health system and nursing in the country.
On arrival at the Institute, participants were divided into leadership development teams, small groups of six persons each, which met throughout the week to discuss the ways in which health challenges and nursing in their respective countries both converged and diverged. Shared insights learned are presented from one such 2010 GNLI team representing nursing leaders from the countries of Australia, Bhutan, Lebanon, Lesotho, Thailand and the USA. A comparative analysis of the health profiles of their respective countries is also provided.
TL;DR: In this article, the authors argue that behavioral assessment is a key tool in enabling an organization to take a long-term, strategic approach to its global leadership pipeline, objectively evaluating junior leaders, middle management and senior leadership and developing a talent pool and subsequent development program that will provide a continuous pipeline of future global leaders.
Abstract: Purpose – This paper aims to provide an insight into global talent management, including some of the common stumbling blocks and tools for assessing global talentDesign, methodology, approach – The paper explains the importance of global talent management and includes case‐study examples of how international organizations Philips and Quintiles have approached aspects of their global talent‐management strategyFindings – The paper argues that behavioral assessment is a key tool in enabling an organization to take a long‐term, strategic approach to its global leadership pipeline, objectively evaluating junior leaders, middle management and senior leadership and developing a talent pool and subsequent development program that will provide a continuous pipeline of future global leadersPractical implications – The paper takes a strategic approach to talent management and suggests which tools and approaches are useful in developing global talent strategySocial implications – The highlights the fact that orga