Showing papers on "Global Leadership published in 2013"
TL;DR: The authors found that the extent to which the length of overseas work experience contributes to the development of cultural intelligence varies depending on the executives' learning styles, and that the positive relationship between length of international experience and cultural intelligence is strengthened when global executives have a divergent learning style, not when they have an assimilative, convergent, or accommodative learning style.
Abstract: Cultural intelligence is believed to be an important quality for global leaders To understand how this quality can be developed from international experience, our study employs experiential learning theory to analyze the learning process We hypothesize that the extent to which the length of overseas work experience contributes to the development of cultural intelligence varies depending on the executives' learning styles Analyses of data collected from 294 international executives and graduate business students in China and Ireland indicated that the positive relationship between the length of overseas experience and cultural intelligence is strengthened when global executives have a divergent learning style, not when they have an assimilative, convergent, or accommodative learning style
151 citations
TL;DR: This article investigated the impact that distance and quality of the relationship has on a sample of a Fortune 100 multinational firm's global leaders' level of positive psychological capital (PsyCap) contagion effect on their followers located around the world.
Abstract: A key assumption of effective international human resource management (IHRM) is that global leaders influence and serve as role models for their followers, regardless of the inherent distance (physical and frequency of interaction) between them in today's global context or the quality of the relationship. Although considerable attention has been devoted to cultural differences between global leaders and their diverse followers and teams, this study investigates the impact that distance and quality of the relationship has on a sample of a Fortune 100 multinational firm's global leaders' level of positive psychological capital (PsyCap) contagion effect on their followers located around the world. The results indicated such contagion at a distance existed, but the quality of the relationship did mediate this effect. Moreover, the potential undesirable effects of distance seemed to be buffered by the global leaders' PsyCap. The potential limitations, needed future research and practical implications for IHRM ...
101 citations
01 Mar 2013
TL;DR: The definition of global leaders as discussed by the authors does not restrict global leaders to an organization's upper echelon; anyone who leads global change efforts in the public, private, and non-profit sector is a global leader.
Abstract: History is graced with leaders who fit most people’s definition of global leaderspolitical leaders like Mahatma Gandhi, military leaders like Alexander the Great,
and spiritual leaders like Mother Theresa-whose impact and followers extended
far beyond the borders of their own country. Such famous figures often capture the
imagination and loyalty of a broad audience due to the confluence of their unique
vision and its relevance to the environmental context. Difficult times demand
constructive leaders just as surely as destructive leaders create difficult times.
Today’s global leaders, however, are not necessarily famous; there are more and
more of them performing less visible leadership roles in an increasingly complex,
ambiguous, multicultural environment. Business CEOs with a reputation as change
agents on a global scale are perhaps the first group that comes to mind for business
students and practitioners, but people who integrate acquired companies into large
transnational firms, who command coalition forces in the military, who run global
non-profit organizations, and who lead multinational political organizations are all
examples of current global leaders. Our definition of global leadership does not
restrict global leaders to an organization’s upper echelon; anyone who leads global
change efforts in the public, private, and non-profit sector is a global leader.
79 citations
Journal Article•
73 citations
TL;DR: This paper explored the requirements of leading in a global environment as perceived by the leaders participating in this study as well as the way these leaders learn and develop their global mindset and found that transcendence, plasticity of the mind (flexibility, thinking differently, rebalancing, openness, having multiple frames of reference), mindfulness, curiosity, and humility emerged as requirements of leadership in the global environment.
Abstract: Purpose – The purpose of this qualitative research study was to explore the requirements of leading in a global environment as perceived by the leaders participating in this study as well as the way these leaders learn and develop their global mindset. Design/methodology/approach – The research methodology informed by social constructivism included in-depth interviews with 24 global leaders that were analyzed using constant comparative and content analysis. The findings presented in this paper are part of a larger study on the meaning of global leadership and mindset. The framework for this research was guided by the Global Leadership Mindset (GLM) model developed by the authors and their colleagues. Findings – Transcendence, plasticity of the mind (flexibility, thinking differently, rebalancing, openness, having multiple frames of reference), mindfulness, curiosity, and humility emerged as requirements of leading in the global environment. The global leaders' learning journeys were characterized by infor...
67 citations
TL;DR: In this article, the authors empirically investigate several intercultural competencies and their influence on Responsible Global Leadership (RGL) decision-making approaches: the globally standardised, the locally adapted, and the transnational.
Abstract: To date, little is known about the intercultural competencies that enable global leaders to effectively address CSR-related demands of global stakeholder communities. In order to explore this gap in the literature we empirically investigate several intercultural competencies and their influence on Responsible Global Leadership (RGL). In delineating the antecedents of RGL we studied three CSR decision-making approaches: the globally standardised, the locally adapted, and the transnational. We found that different competency configurations were related to each of the three approaches and that intercultural competencies are most critical for the utilisation of the transnational approach. Our study contributes to the CSR literature by delineating some of the antecedents of RGL, and to global leadership research by establishing the scope of intercultural competencies within the domains of CSR and stakeholder management.
65 citations
TL;DR: For all the talk about global organizations and executives, there's no definitive answer to the question of what we really mean by "global" as discussed by the authors, except a presence in multiple countries? Cultural adaptability? A multilingual top team?
62 citations
51 citations
07 May 2013
TL;DR: In this article, a growing number of scholars have studied global leaders and attempted to delineate the competencies that are critical to their success, including vision and strategic thinking, business savvy, organizational savvy, managing communities, and leading change.
Abstract: From the early 1990s forward, a growing number of scholars have studied global leaders and attempted to delineate the competencies that are critical to their success. Reviews of this literature found that social scientists have delineated over 200 competencies that influence global leadership effectiveness. Competencies are distributed roughly equally across the three categories—69 of the 207 competencies fall into the Business and Organizational Savvy grouping, with 63 and 60 competencies in the Managing People and Relationships and Managing Self groups respectively. One group of global leadership competencies relates to a practical understanding of business and organizational realities and how to get things done efficiently and effectively. Business and organizational acumen appears to entail five composite competencies: vision and strategic thinking, business savvy, organizational savvy, managing communities, and leading change. The second group of global leadership competencies is directed toward people and relationships. More broadly, they are focused on managing people and interpersonal relationships.
45 citations
TL;DR: In this article, the authors explore the developmental experiences of global leaders in order to understand the experiences that they report to be developmental, to understand what they learned from their experiences, and to explore how the leaders learned and developed from the experiences.
Abstract: Purpose – Globalization is driving an increased need for leaders who possess global leadership competencies that enable them to lead effectively. The purpose of this paper is to explore the developmental experiences of global leaders in order to understand the experiences that they report to be developmental, to understand what they learned from their experiences, and to explore how the leaders learned and developed from the experiences. Design/methodology/approach – For this study, the researcher used Moustakas's phenomenological research method. Findings – Conclusions indicate that global leaders: develop through first-hand global leadership experience; learn the importance of cultural sensitivity, relationships and networks, and curiosity or desire to learn; require a unique set of global leadership competencies; are driven by curiosity, openness, and a desire to learn; and develop and learn intuitively. Originality/value – Utilizing a phenomenological research approach yielded new insight, from the pe...
07 May 2013
TL;DR: In the early part of the twentieth century through the 1970s, the vast majority of social scientific studies of leadership, and concomitant theoretical developments in the field, were firmly housed in Anglo-North American contexts as discussed by the authors.
Abstract: It was not until the beginning of the twentieth century, when scholars began applying the
scientific method to social processes, that the study of leadership became widespread
both in academe and in the business world (Yukl 2006: 2) Before this time period,
leadership had been studied mostly via historical analysis, within military studies, and
through biography (Bass 1990; Yukl 2006) The vast majority of empirical work from the
1930s to the 1970s was undertaken by North American and British scholars (Bass 1990),
and the context of their study of leadership was primarily domestic in nature; that is, from
the early part of the twentieth century through the 1970s the vast majority of social
scientific studies of leadership, and concomitant theoretical developments in the field,
were firmly housed in Anglo-North American contexts In the 1980s, European and
Japanese social scientists began making contributions to the study of leadership in
English-language academic journals, which extended the reach of the influence of their
findings among scholars globally (ibid: xiv) By 1990 Bass would note that there were
over 7,500 extant scholarly studies of leadership
07 May 2013
TL;DR: Several assessment instruments used in developing global leaders fall into one or three broad categories: cultural difference assessments, intercultural adaptability assessments, and global leadership competency assessments as discussed by the authors, and they can be classified into four broad categories.
Abstract: This chapter discusses what "competency" means in the context of global leadership and notes significant challenges in identifying and measuring it. It reviews several of the more widely used assessment instruments. Broadly classified, assessment instruments used in developing global leaders fall into one or three broad categories: cultural difference assessments, intercultural adaptability assessments, and global leadership competency assessments. The Cross-Cultural Adaptability Inventory (CCAI) was developed by Kelley and Meyers as a self-assessment tool for cross-cultural adaptability training and development. The CCAI measures four dimensions: flexibility/openness, emotional resilience, perceptual acuity, and personal autonomy. The Intercultural Effectiveness Scale (IES) was developed by Mendenhall, Stevens, Bird, Oddou, and Osland as an abridged version of the Global Competencies Inventory for general purpose use in assessing intercultural competency. The IES is primarily used in educational, government, and nonprofit organizational settings, but is also used in corporate contexts often as an early assessment tool.
10 Jun 2013
TL;DR: In this article, the authors provide an overview of trends associated with global health care leadership development, and propositions based on current available evidence are provided. But they do not discuss the role of positive psychology and empowerment strategies in relation to leadership identity formation.
Abstract: This paper provides an overview of trends associated with global health care leadership development. Accompanying these trends are propositions based on current available evidence. These testable propositions should be considered when designing, implementing, and evaluating global health care leadership development models and programs. One particular leadership development model, a multilevel identity model, is presented as a potential model to use for leadership development. Other, complementary approaches, such as positive psychology and empowerment strategies, are discussed in relation to leadership identity formation. Specific issues related to global leadership are reviewed, including cultural intelligence and global mindset. An example is given of a nurse leadership development model that has been empirically tested in Canada. Through formal practice-academic-community collaborations, this model has been locally adapted and is being used for nurse leader training in Hong Kong, Taiwan, and Brazil. Collaborative work is under way to adapt the model for interprofessional health care leadership development.
TL;DR: In this paper, the primary cross-cultural competencies that influence effectiveness in global leadership and propose a pedagogical framework based on the principles of cognitive-behavior therapy to develop these competencies in traditional classroom settings.
Abstract: Developing cross-cultural competencies associated with global leadership effectiveness in students has proven to be a difficult task for management educators. We delineate the primary cross-cultural competencies that influence effectiveness in global leadership and propose a pedagogical framework based on the principles of cognitive-behavior therapy to develop these competencies in traditional classroom settings. We conclude by discussing research implications of cognitive-behavior therapy for the fields of global leadership and management education.
Book•
28 Mar 2013
TL;DR: In this paper, Masciulli, Mazzucelli, Molchanov, and W. Andy Knight discuss the role of women in political leadership in the 21st century.
Abstract: Contents: Preface Part I Introduction: Political leadership in context, Joesph Masciulli, Mikhail A. Molchanov and W. Andy Knight. Part II Classical Theories of Political Leadership: Political leadership and the problem of principle: a classical response to postmodernism, Richard Myers Prudence and glory: Machiavelli on political leadership, Christine Cornell and Patrick Malcolmson. Part III Contemporary Theories of Political Leadership: Conceptions of global leadership for contextually intelligent, innovatively adaptive political leaders, Joseph Masciulli and W. Andy Knight Heidegger's FA hrerprinzip: leadership out of and into nihilism, Edward Grant Andrew Distinguishing and unifying visionary leadership and mechanical management, W. Andy Knight Feminist approaches to the study of political leadership, Laura Sjoberg. Part IV Studies of National Political Leadership: American civil-military relations and political leadership, Geoffrey S. Corn and Eric Talbot Jensen Presidential leadership in times of war, Amanda DiPaolo The gendered nature of leadership analysis: lessons from women leaders as executives in Anglo-American systems, Patricia Lee Sykes Generational change in Chinese political leadership, Hairong Lai Political leadership in China in the 21st century, Weixing Chen Elites and leadership in Russian politics, Oxana Gaman-Golutvina Islam/Muslims and political leadership, Mojtaba Mahdavi. Part V Studies of International Organization and Global Issues Leadership: Leadership in the European Union: assessing the significance of the trio council presidency, Colette Mazzucelli International human rights, political leadership and the problem of normative change in the international system, Shaun Narine Leading the leaders: the environmental advocacy of NGOs, Barbara MacKinnon, Kenneth H. Maybee, Mikhail A. Molchanov and Eddie Oldfield. Part VI Studies of Political Leadership and Society: Courts and the paradox of political leadership, Thomas M.J. Bateman The war on terror: war or metaphor?, Jeffrey F. Addicott Leaders, followers and political scientists, Hugh Donald Forbes A political economic analysis of women's political leadership, Louise Carbert. Part VII The Future of Political Leadership: The future of political leadership: uncertain and dangerous contexts, Joseph Masciulli Bibliography Index.
TL;DR: The authors employed applied cognitive task analysis and content analysis to identify how exceptional global leaders conceptualise their work contexts, approach their work, and develop their expertise, finding that characteristics of the work context exert a strong influence on the type of expertise that global leaders exhibit.
Abstract: Prior empirical investigations in global leadership are typified by a content approach using surveys or interviews. Research on how global leaders perceive and respond to their work context is scant. This investigation focused on global leadership as a form of expert cognition in the domain of global change. We employed applied cognitive task analysis and content analysis to identify how exceptional global leaders conceptualise their work contexts, approach their work, and develop their expertise. Our findings suggest that characteristics of the work context exert a strong influence on the type of expertise that global leaders exhibit. We conclude with a consideration of the implications of these findings and the expert cognition approach for future research on global leadership behaviour.
07 May 2013
TL;DR: Alcatel as discussed by the authors went on a merger and buying spree such that in a very short amount of time it had 200 operations in France and over 700 in the rest of the world, representing a huge increase in the number of its operations.
Abstract: In the early to mid-1990s, Alcatel, a French telecommunications giant, went on a merger
and buying spree such that in a very short amount of time it had 200 operations in France
itself and over 700 in the rest of the world, representing a huge increase in the number of
its operations. These mergers with, and acquisitions of, foreign operations created
significant management challenges for Alcatel. The telecommunications giant was
struggling with the immediate issues of determining what to standardize and what to
localize. It needed to build a common corporate culture yet allow decentralization as
appropriate. It needed to understand how to manage foreign units that wanted greater
independence yet also encourage cross-unit collaboration in order to leverage experience
economies among its vast domestic and foreign operations. To manage such an operation,
Alcatel needed a new management mentality, one that would reflect a keener
understanding of countries – their cultures, politics, economics; of the individual
operations it had acquired – their history, their organizational cultures, their distinctive
competencies; and of management and organizational principles – balancing the needs of
local independence and system interdependence.
07 May 2013
TL;DR: The field of global leadership has drawn heavily from four fields of study in particular that address communicating and being effective across cultures (intercultural communication ability), working overseas (expatriation), managing around the world (global management), and leading people from other nations (comparative leadership) as mentioned in this paper.
Abstract: The field of leadership, reviewed in the previous chapter, is not the sole
contributor to understanding global leadership. The differences in degree and kind
between domestic and global leadership are also rooted in global leadership’s
multidisciplinary evolution. There are numerous fields that global leaders would
benefit from studying, such as international affairs, economics, anthropology,
and cross-cultural psychology, to name just a few. However, the field of global
leadership has drawn heavily from four fields of study in particular that address
communicating and being effective across cultures (intercultural communication
competence), working overseas (expatriation), managing around the world (global
management), and leading people from other nations (comparative leadership). We
will briefly cover the highlights of these fields that relate to global leadership and
identify their contributions to the study of global leadership.
07 May 2013
TL;DR: A growing awareness that the costs of managerial misconduct are enormous, whether in terms of the loss of business, damaged corporate reputations, alienated customers, litigation costs, or damages paid as mentioned in this paper.
Abstract: As the world works to recover from the effects of the recent economic crisis
and, according to some, the parallel crisis of management ethics (e.g. Fry and
Slocum 2008; Waldman and Galvin 2008), business leaders have come under
more scrutiny than ever before. This situation is partly due to the highly publicized
corporate scandals and instances of management misconduct that eroded public
faith and fuelled legislative reactions, including the Sarbanes-Oxley Act. Scandals
have brought to the forefront the recognition that leaders of organizations may
be acting irresponsibly more often than previously thought (Bansal and Candola
2003; Brown and Trevino 2006; Schwartz and Carroll 2003). There is also
a growing awareness that the costs of managerial misconduct are enormous,
whether in terms of the loss of business, damaged corporate reputations, alienated
customers, litigation costs, or damages paid (Arnott 2004; Ebersole 2007;
Leatherwood and Spector 1991; Zolkos 2002).
TL;DR: In this paper, the authors identify those aspects of global leadership development (GLD) programs that promote social capital and knowledge sharing in multinational enterprises (MNEs) and identify contrasting modes of organizing the in-program learning processes and dissimilarities in the roles played by top management and GLD consultants.
Abstract: The aim of this article is to identify those aspects of global leadership development (GLD) programs that promote social capital and knowledge sharing in multinational enterprises (MNEs). The analysis is conducted within the context of two Scandinavian MNEs. Both MNEs had aimed at the development of inter-unit social networks and knowledge sharing. In the one program, participants bonded with other participants while remaining socially embedded in their business units of origin. As a consequence, bridging social capital was developed, and knowledge sharing across the MNE increased. For the other program, despite apparent similarities in design and goals, we found the reverse. In addition to differences in the selection mechanisms employed by the two programs, our research identified contrasting modes of organizing the in-program learning processes and dissimilarities in the roles played by top management and GLD consultants during the programs. Overall, while the one program was congruent with the Scandinavian corporate culture context, the other was at odds with it, and instead of developing social capital it turned out prima donnas. We argue that MNEs aiming to use GLD programs for developing social capital across their operations must be highly sensitive to the issue of congruence with the established corporate culture.
TL;DR: In this paper, the authors found that women are more likely to emerge as leaders in loose than tight cultures, but with an important exception: in a tight culture, although the same behaviors may be met with disapproving glances or fines, they are not sanctioned to the same degree nor are they seen as taboo.
TL;DR: In this article, the authors conceptualized the Confucian notion of leadership, and proposed that the culture of Confucians leadership is a primary reason for the impressive growth of the Chinese economy.
Abstract: Since the 1990s, China's burgeoning economy has drawn worldwide attention. Much economic research has focused on the formative role of Confucianism in the development of Chinese culture and its ongoing influence in motivating Chinese leaders past and present. Analysis of Confucianism illuminates its relationship to the rising Chinese economy. The discussion in this article conceptualizes the Confucian notion of leadership, proposes that the culture of Confucian leadership is a primary reason for the impressive growth of the Chinese economy, and offers Confucian-based suggestions for the further development of the knowledge base of leaders worldwide.
TL;DR: In this paper, the contingency approach of global leadership is used to examine empowerment in a cross-cultural context, and it is shown that effective empowerment is not so much a matter of degree -more or less delegation- than a matterof manner, which suggests that managers should adapt the way they empower their teams to the conditions and forms of delegation prevailing in local cultures.
02 May 2013
Abstract: The most important development in global economic governance since the global financial crisis began in 2008 has been the emergence of the G20, a group of 20 major developed and emerging economies, as the focal point of global efforts to manage the ongoing global financial crisis and prevent future crises. After a series of successful summit meetings, the G20 has been formally recognized as the premier forum for international economic cooperation and now sits at the apex of the global economic governance system, coordinating not only national economic policies but also activities of international financial institutions such as the International Monetary Fund and other economic organizations.
TL;DR: Insight is documents insights into the effectiveness and challenges faced by a small non-governmental organisation (NGO) in mounting global advocacy in health promotion advocacy.
Abstract: Physical inactivity has been recognised by the World Health Organization as one of the leading causes of death due to non-communicable disease (NCD), worldwide. The benefits of action over inactivity can cut across health, environment, transportation, sport, culture and the economy. Despite the evidence, the policies and strategies to increase population-wide participation in physical activity receive insufficient priority from across high, middle and low-income countries; where physical inactivity is a rapidly-emerging issue. There is an increased need for all countries to invest in policies, strategies and supportive environments that inform, motivate and support individuals and communities to be active in ways that are safe, accessible and enjoyable. This commentary presents some recent efforts towards physical activity promotion globally, led by the Global Advocacy for Physical Activity (GAPA). It provides an overview of the background and history of GAPA; describes GAPA and the council's key achievements and milestones; places physical activity promotion within the global NCD agenda; presents GAPA flagships; and reflects on the lessons learned, ingredients for success and the major challenges that remain. The commentary documents insights into the effectiveness and challenges faced by a small non-governmental organisation (NGO) in mounting global advocacy. These lessons may be transferrable to other areas of health promotion advocacy.
TL;DR: In this article, the authors show how multinational corporations structure their approach to identifying and developing global leadership talents, and to what extent this is adapted to China, and reveal that MNCs do not experience difficulties in transferring their talent management and leadership development approach.
Abstract: In emerging economies, the shortage of skilled leadership talent is a significant challenge for multinational corporations (MNCs). China has an acknowledged shortage of nationals operating effectively at higher levels of ‘Western’ MNCs. This study shows how those corporations structure their approach to identifying and developing global leadership talents, and to what extent this is adapted to China. Based on Swedish MNCs, we reveal that MNCs do not experience difficulties in transferring their talent management and leadership development approach, and adaptations in China, while limited, do exist for lower levels of responsibility; at advanced leadership levels, there are no adaptations of global leadership standards.
TL;DR: The authors examined potential factors explaining the willingness of individual employees to undertake challenging global leadership development activities, such as cross-functional and international assignments and assignments related to reorganisations or new businesses.
Abstract: Although the importance of on-the-job-learning as a global leadership development tool has been widely acknowledged by both scholars and practitioners, there is limited research on the willingness of employees to undertake such challenging assignments. Building on social exchange theory, we examine potential factors explaining the willingness of individual employees to undertake challenging global leadership development activities, such as cross-functional and international assignments and assignments related to reorganisations or new businesses. Our analysis of 427 individuals from 14 multinational companies reveals that the willingness to accept on-the-job challenges is positively associated with knowing that one has been formally identified as talented, identification with corporate values, and acknowledgement of the effectiveness of developmental assignments. Previous experience of working or studying abroad, and cross-functional experience also turned out to be positively related. Interesting differe...
01 May 2013
TL;DR: This article found that China has indeed become increasingly assertive in its defence of so-called core national interests, reacting stridently to all perceived slights against its national pride and sovereignty.
Abstract: This article seeks answers to two related questions in the context of China’s rise as a great power. Has the Chinese leadership abandoned Deng’s low-profile diplomacy and reoriented Chinese foreign policy towards a more assertive or even aggressive direction, supported by its new quotient of wealth and power? Is China ready to take a global leadership role and assume international responsibility as a great power? Focusing on China’s foreign policy after the beginning of the global downturn in 2008, this article finds that China has indeed become increasingly assertive in its defence of so-called ‘core’ national interests, reacting stridently to all perceived slights against its national pride and sovereignty. While China has built its national