Showing papers on "Global Leadership published in 2015"

General Sources of General Purpose Technologies in Complex Societies: Theory of Global Leadership-Driven Innovation, Warfare and Human Development

Abstract: A fundamental problem in the field of the economics of innovation is how to explain the sources of path-breaking innovations that support the human development and socioeconomic progress in complex societies. The study here confronts this problem by developing the theoretical framework of global leadership-driven innovation, which endeavors to explain the general sources of General-Purpose Technologies (GPTs). Evidence, based on an inductive study of some leading societies, shows that the sources of strategic GPTs are, de facto, associated to the goal of global leadership of a purposeful system in the presence of effective and/or potential environmental threats. In particular, a purposeful system (e.g. a complex society), with high economic potential and purposeful institutions having the purpose of achieving/sustaining a global leadership, tends to engender GPTs that are spread in the long run. The conceptual framework is applied to analyze the current determinant of a vital case study: the U.S. Navy's Mobile User Objective System (MUOS), a possible next GPT. Over the centuries, the General Purpose Technologies e that support technological, social and economic change e have significantly changed, but their driving force, based on the goal of global leadership, is an invariant feature of the human development. The vital linkages between observed facts provide a general framework to explain the sources of General Purpose Technologies, which induce human development and progress in society.

Traditional Chinese philosophies and contemporary leadership

Abstract: We discuss three traditional Chinese philosophies—Daoism, Confucianism, and Legalism—as they relate to Western-originated leadership theories. We analyze articles reporting interviews with fifteen contemporary Chinese business leaders to determine how their leadership practices reflect the traditional philosophies. We discuss future research directions for Chinese and global leadership. In a response to world-wide call for developing indigenous theories and knowledge about management, we encourage scholars to consider cultural settings and traditional wisdom in their studies of contemporary leadership practices.

Lean production and leadership attributes – the case of Hungarian production managers

Abstract: Purpose – The purpose of this paper is to investigate leadership attributes that contribute to or inhibit the successful adaptation of lean techniques. Design/methodology/approach – Using leadership attributes of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, this paper develops an ideal leadership profile of a production manager who aims to develop a lean production system (based on Liker’s seminal work in 2004). Five hypotheses related to contributor and inhibitor leadership behaviors and their associated leadership attributes are analyzed using survey data based on a PLS model. Findings – According to the results, the proposed conceptual leadership profile, in which leadership attributes are divided into two sets (contributors and inhibitors), required modification. The authors identified five distinct leadership behaviors (specific interrelated sets of leadership attributes). Two of the five leadership behaviors (communicative and micromanager) for production managers...

Assessing the sociology of sport: On Sport for Development and Peace:

Abstract: On the 50th anniversary of the ISSA and IRSS, Cora Burnett, one of the world’s leading scholars on studying the ways that sport has been used for development, considers the trajectory, challenges and future for understanding sport’s role in conflict resolution and peace. The emerging field of sport-for-development has proliferated since the early 2000s under the auspices of global leadership emanating from the UN, FIFA, the IOC and governments facilitating national sport-for-all and sport (for) development programmes. In the wake of major events such as the Olympic Games and FIFA World Cup competitions, international development agencies collaborated with non-government organizations to address a wide range of social ills at grassroots levels across the world. Particular challenges for this line of research reside in tensions between donors who seek proof of how often limited focused programmes may have successfully addressed societal problems, and critical scholarship which may see such programmatic effo...

An integrative framework for global leadership competency: levels and dimensions

Abstract: As developing excellent global leaders should be an urgent priority of companies in the global business world, there has been considerable research in this area. Despite this, there is limited research on the systematic global leadership competency structure reflecting both on its levels and dimensions and on specific competencies. The purpose of this article is to create a theory-based integrative framework that can be used to identify the competencies comprising global leadership. To accomplish this purpose, an integrative literature review was employed on competency theory and global leadership, resulting in the development of an integrative framework for global leadership competency. The framework, with three levels and four dimensions, established in this article contributes to corporations in providing a means of developing company-specific models of global leadership competency. Also discussed are implications for future human resource development research and theory building.

The rise of the dragon? Framing China’s global leadership in elite American newspapers

Abstract: The current study analyzes the framing of China’s emergence as a global power in the opinion pages of two elite newspapers. The study expands upon previous studies examining newspaper opinion gatekeepers’ use of the editorial and opposite-editorial pages as salient platforms for the expression of diverse opinion regarding foreign affairs. Results show that the New York Times framed China as a global power undermined by structural limitations, while The Wall Street Journal framed China as a direct threat to US foreign policy interests. The results of the analysis are discussed in the context of media-government power dynamics.

Leadership Styles and Innovative Entrepreneurship: An International Study

Abstract: This research attempts to empirically examine the relationship between leadership styles and innovative entrepreneurship through regression analysis, using a sample of 43 countries and data from Global Entrepreneurship Monitor and Global Leadership and Organizational Behavior Effectiveness. In light of institutional approaches and specifically based on the normative dimension, the main findings of the study indicate that participative leadership and higher education represent the strongest explanatory factor in the variance of the current rates of innovative entrepreneurship. This study has contributions for both researchers and policymakers on new firm creation entrepreneurship and on the generation of innovation within organizations intrapreneurship.

Cross-Cultural Leadership: Expectations on Gendered Leaders’ Behavior

Abstract: Ongoing low participation of women in global leadership calls for more research in this field. In this article, we set out to include gendered expectations toward leader behavior as part of cross-cultural leadership theory. Building on an existing body of research, we focus on propositions about the effects of gendered expectations on the leader, from the followers’ standpoint. The consideration of gendered effects from the follower standpoint is an under-researched area in leadership literature, and it is even more rarely to be found in empirical data. In every culture, there are certain expectations toward leaders of the two genders that influence their behavior. In this article, we will attempt to answer the following question: How does perceived leader behavior and gendered behavior relate to national culture and actual leader behavior? We present a conceptual model that seeks to incorporate gendered expectations into cross-cultural leadership as an answer. Moreover, we provide a conceptual guideline ...

Global Leadership Competencies

Abstract: This paper explores the conceptualization of global leadership and identification of global leadership competencies. It attempts to answer what are the competencies for global leadership? Researchers indicated that global leaders require a unique set of global leadership competencies to effectively fulfil their roles. They further identified seven competencies for global leaders that include: (1) culture awareness and sensitivity, (2) global mindset or perspectives, (3) learning from experiences, (4) developing and maintaining relationships, (5) communication, (6) traits or attitudes, and (7) knowledge and skills. They also have discussed on the importance to describe and identify global leadership competencies. Many organizations do not even have a set of global leadership competencies. Most have only competencies related to domestic leaders. But with rapid globalization, there is recognition for the need of more global leaders. This research examined global leadership competencies. The study employed the qualitative methodology through the in-depth interviews. The interviews were conducted with past and present top leaders of a local research university. The data from the interviews were then transcribed verbatim, coded, analysed, interpreted and discussed accordingly. The findings in this research related to global leadership competencies includes attributes, skills and knowledge. Based on the findings recommendations will be made for improving global leadership competencies. DOI: 10.5901/jesr.2015.v5n2p137

The Role of Culture in Foreign Direct Investment and Trade: Expectations from the GLOBE Dimensions of Culture

Abstract: This paper offers qualitative analysis of the impact of culture on international business. In particular, we discuss the potential impact of each of the nine cultural dimensions that were established by the Global Leadership and Organizational Behavior Effectiveness Research Program, which is led by Robert J. House, on the decision to trade with or invest in another country. The analysis finds characterizations of source- and destination-country are important for each dimension when deciding between trade and FDI. Given the potentially conflicting recommendations, the dimensions are placed in a hierarchy to distinguish those most in need of consideration from those of secondary import.

Global Leadership Communication: A Strategic Proposal

Abstract: Organizations face a myriad of challenges as the world interconnects through the process of globalization. In order to sustain viability and produce competitive advantage, organizations must develop a global communication strategy. Communication skills need to be developed at all levels of the organization, from a coherent mission statement to individual employee development. Organizations need global leaders, capable of moving in and through divergent cultural environments. Identifying and equipping these future leaders is an antecedent to success in the global marketplace. This paper offers an instructive model to guide organizations as they face increasingly complex, cross-cultural environments.

Nominal democracy?: Prospects for democratic global governance

Abstract: Democracy requires a substantial measure of common values, institutions that reflect its principles, and a well-established set of practices, or habits, that reinforce it. These practices are reinforced, in well-established democracies, by traditions and symbols with emotional value. Without the legal, institutional, and civil society infrastructure that makes democracy work, nominal adherence to democratic principles at a global level will be illusory. Furthermore, it may well appear that urgent challenges to security, global economic welfare, or the global climate are most expeditiously met through non-democratic means. As a result, realizing a vision of global democracy would involve serious tradeoffs and dilemmas. It is therefore unlikely to occur quickly. Creating and sustaining global democracy will require constructing a democratic global political infrastructure. It will require not just rational institution-building but also attentiveness to symbolism that engages people’s emotions. And it will require global leadership that is both visionary and accountable. None of this will happen quickly, even under the most favorable conditions. Members of this Society should, first of all, avoid deluding themselves into believing that global democracy is about to appear, or into mistaking nominal for real democracy. They can do three more things as well: (i) work to develop legal structures that reduce arbitrariness and increase fairness; (ii) encourage, monitor, and criticize our current leaders; and (iii) continue to build transnational networks, which are not democratic but can provide some social infrastructure on which democracy could eventually rely.

Alternate Views of Global Leadership: Applying Global Leadership Perspectives to Leading Global Teams

Abstract: The literature around global leadership and global teams has expanded dramatically over the last decade. There have, however, been few integrative approaches to examining the intersection between these constructs. The present chapter reviews the dominant paradigms in global leadership and in teamwork in a global context. Specifically, the global leadership and cross-cultural leadership literatures are reviewed, along with the literatures on multinational teams, virtual teams, and cross-cultural teams. The leadership literatures are further broken down into competencies and styles (for global leadership) and universal or contingency-based approaches (for cross-cultural leadership). The literature on global teams is integrated into these overviews.

China’s Presidency of the G20 Hangzhou: On Global Leadership and Strategy

Abstract: China is the host presidency for the G20 Leaders Summit for the cycle-year of 2016. In assuming the G20 presidency, China is taking on this global leadership role at a historic juncture, when structural deficiencies in the world economy are re-emerging, and as the supporters of the G20 are pushing for this summitry platform to evolve from a crisis response mechanism to one of long-term, or at least mid-term, governance. This article outlines the key “how to” considerations that all G20 hosts must consider; details China's strategy and approach to agenda- and priority-setting; and examines how China's positioning in global governance, and global affairs more broadly, is evolving as a result. The main finding is that, as a result of taking on the G20 presidency, China is stepping up to some aspects of global leadership and elements of global collective responsibility that are specific to this unique global summit.

Experience and lessons from health impact assessment for human rights impact assessment

Abstract: As globalisation has opened remote parts of the world to foreign investment, global leaders at the United Nations and beyond have called on multinational companies to foresee and mitigate negative impacts on the communities surrounding their overseas operations. This movement towards corporate impact assessment began with a push for environmental and social inquiries. It has been followed by demands for more detailed assessments, including health and human rights. In the policy world the two have been joined as a right-to-health impact assessment. In the corporate world, the right-to-health approach fulfils neither managers’ need to comprehensively understand impacts of a project, nor rightsholders’ need to know that the full suite of their human rights will be safe from violation. Despite the limitations of a right-to-health tool for companies, integration of health into human rights provides numerous potential benefits to companies and the communities they affect. Here, a detailed health analysis through the human rights lens is carried out, drawing on a case study from the United Republic of Tanzania. This paper examines the positive and negative health and human rights impacts of a corporate operation in a low-income setting, as viewed through the human rights lens, considering observations on the added value of the approach. It explores the relationship between health impact assessment (HIA) and human rights impact assessment (HRIA). First, it considers the ways in which HIA, as a study directly concerned with human welfare, is a more appropriate guide than environmental or social impact assessment for evaluating human rights impacts. Second, it considers the contributions HRIA can make to HIA, by viewing determinants of health not as direct versus indirect, but as interrelated.

Cross-cultural Leadership Effectiveness: Perspectives from Non-Western Leaders

Abstract: Qualitative, in-depth interviews were used to explore determinants of cross-cultural leadership effectiveness from theperspectives of non-Western leaders. Data were collected from semi-structured interviews and self-reportedperformance from 12 expatriate Taiwanese managers. Analyses suggest three categorical determinants ofcross-cultural leadership effectiveness: personality characteristics, leadership strategies, and core competencies.Findings provide insightful information, facts, and facets related to the practice of cross-cultural leadership from theperspectives of non-Western expatriate managers. Results provide empirical evidence that contributes to the theoryof cross-cultural leadership, expatriate management, and global leadership development, and evidence for expatriatemanagers, trainers, and corporations.

Implementing the south african additive manufacturing technology roadmap – the role of an additive manufacturing centre of competence

Abstract: The Rapid Product Development Association of South Africa (RAPDASA) expressed the need for a national Additive Manufacturing Roadmap. Consequentially, the South African Department of Science and Technology commissioned the development of a South African Additive Manufacturing Technology Roadmap. This was intended to guide role-players in identifying business opportunities, addressing technology gaps, focusing development programmes, and informing investment decisions that would enable local companies and industry sectors to become global leaders in selected areas of additive manufacturing. The challenge remains now for South Africa to decide on an implementation approach that will maximize the impact in the shortest possible time. This article introduces the concept of a national Additive Manufacturing Centre of Competence (AMCoC) as a primary implementation vehicle for the roadmap. The support of the current leading players in additive manufacturing in South Africa for such a centre of competence is shared and their key roles are indicated. A summary of the investments that the leading players have already made in the focus areas of the AMCoC over the past two decades is given as confirmation of their commitment towards the advancement of the additive manufacturing technology. An exposition is given of how the AMCoC could indeed become the primary initiative for achieving the agreed national goals on additive manufacturing. The conclusion is that investment by public and private institutions in an AMCoC would be the next step towards ensuring South Africa’s continued progress in the field.

Designing global leadership development programmes that promote social capital and knowledge sharing

Abstract: This paper explores the role of Global Leadership Development (GLD) programmes for developing the social capital of multinational enterprises and ultimately the enhancement of knowledge sharing across corporate divisions and national borders. Drawing on both qualitative interview and survey data, we find that GLD programmes can promote cross-border knowledge sharing. However, the effects of such programmes depend on their design. We identify two factors crucial for social capital development and knowledge sharing: first, a selection issue related to participants' previous experience with leadership programmes and, secondly, a process issue which concerns the quality of the social interaction in the group work.

Competency-Based Training Program for International Students

Abstract: The purpose of this paper is to introduce a training program for developing the self-discovery and self-regulation competencies of international students. The paper combines literature review from global leadership, international education and related disciplines to advance a competency-based program that addresses a critical need for greater integration and retention of international students in their host countries. Research evidence from the literature review further suggested that key competencies such as self-awareness and self-regulation are critical for enabling the development of culturally intelligent behaviours. The program therefore introduces an initial phase of experiential learning activities in mindfulness and sense-making to foster the development of the foundational competence self-discovery. In addition, a second phase of entrepreneurial projects is designed to support individual growth in three self-regulation competencies: psychological flexibility, human sustainability and entrepreneurial thinking. The importance of this training program for the effective social integration and long-term retention of international students is discussed. Opportunities for future research are also outlined in the concluding section.

Leadership insights from the top: exploring leadership through the narratives of CEOs in India

Abstract: This paper highlights the corporate and non-corporate leadership practices in India, the effect of culture on such practices and how these drive management philosophies. Semi structured interviews were conducted with CEOs from India. The findings provide insights into organisational leadership in the context of India, more specifically the values, purpose and culture that guides leadership and management and the unique context in which leadership is practised. A key finding was that Indian leadership shares some aspects of global leadership traits, but cultural factors are significant influences on leadership style and philosophy. The long socio-economic and historical context of India cannot be ignored and has flavoured the leadership style of its business leaders. Many qualities of a good leader, as defined by Indian CEOs were derived from the Hindu mythology (Bhagvad Gita, Mahabharata, Ramayana, and the four Vedas). The findings are helpful to both practitioners and policy makers seeking to understand the leadership style of Indian CEOs. Our contribution rests on leadership insights which provide a more nuanced leadership style with elements of universalism as well as a particularism rooted in the rich socio-economic cultural history of India. Such a leadership has enabled pragmatism and a performance focus in the face of group and collective orientation.

Developing Effective Global Leadership

Abstract: The main purpose of this paper is to answer the question: how can we develop an effective global leadership? It is based on a research conducted using a qualitative method involving in-depth interviews of selected participants who have the experiences in the field of leadership in a selected university. The interviews were then transcribed verbatim, coded and analyzed. Going to the future Malaysia will intensify its efforts to become a developed nation by 2020. Transforming the nation from middle to higher income will require leaders who are robust enough to face diverse and complex environment. With rapid globalization, there is recognition for more global leadership development. Global leadership is defined as a leader who operates on a global stage with a open mindset in a complex and diverse environment. Currently, there was a shortage of global leaders. Organizations accept this situation and need to improve in developing global leaders. As organizations’ operations expand across the world, the demand for global leaders is increasing. However, many organizations are struggling with a critical shortage of effective global leaders. They need the right opportunity to develop their knowledge, skills, abilities and other personality characteristics (KSAOs) to perform effectively as leaders on the global stage. There were various approaches in developing competencies for global leaders. Much emphasis was given to experience-based and action learning such as international assignments, working with multicultural teams and first hand global leadership experience. Based on the findings, recommendations are made for developing effective global leadership. DOI: 10.5901/jesr.2015.v5n3p15