Showing papers on "Global Leadership published in 2023"

The roles they play: change in China’s climate leadership role during the post-Paris era

Abstract: China’s rise has accelerated expectations for it to step up as a climate leader – a role that has thus far been expected from developed countries. This article explores how China communicates its role to the international audience: is the role of global climate leader being increasingly seen as an appropriate one for China? From a role-theoretical perspective, it studies how China’s expectations changed during the post-Paris era 2016–2021. The article shows that China adapted its climate-leader role 2016–2020. However, a more apparent change in the role in 2021 exemplifies role learning. The article concludes that China has shifted the auxiliary role of climate leader to a more central position in its role set, reinforcing its master roles of responsible great power and leader of the developing world. Understanding China’s emerging leadership is crucial for recognizing the global variability of climate leadership conceptions, particularly in non-western contexts.

A Systematic Review of Power in Global Leadership

Abstract: Despite its central role in the influence process, power has largely been overlooked by scholars seeking to understand global leaders' influence over their constituents. As a consequence, we currently have limited understanding of the varieties of power that global leaders hold, how power is exercised in global contexts, and what impact exercising power has in global organizations. The intended purpose of this chapter is to mobilize research on this important topic through systematic review. The review is organized around the following guiding questions: (i) how is power defined in global leadership research? (ii) what power bases do global leaders possess? (iii) how do global leaders exercise power? (iv) what factors influence global leaders' exercise of power? and (v) what are the outcomes of global leaders' exercise of power? Based on a synthesis of extant insights, this chapter develops a foundation for future research on power in global leadership by mapping critical knowledge gaps and outlining paths for further inquiry.

Developing Global Leaders in Denmark Via Academic-Practitioner Collaboration: Lessons for Educators and Consultants

Abstract: This chapter reflects on the challenges of connecting global leadership practice and theory through an academia-practitioner research project focused on global/international managers in Danish businesses in and outside Denmark. Based on research and dissemination activities conducted (in part by the authors) as part of the project and the associated cocreative forum, Global Leadership Academy (GLA), four learning points for global leadership development practice will be presented. Considerations for engaging global managers, particularly from small and medium-sized enterprises (SMEs), are discussed and implications for educational practice are provided. Specifically, issues concerning the challenges of self-identification of global managers, differentiation of types of global leadership roles and the contextualization of global leadership are discussed. This chapter is targeted toward faculty, consultants, trainers, and program designers (full-time or postexperience learning) seeking to design, recruit participants, and foster a meaningful global leadership learning experience for postexperience learners and global practitioners.

The Construction of Climate Leadership in the Rise of Great Powers: An Empirical Study of China

Abstract: In this day and age, rethinking and rediscovering climate leadership within the international system is focal to global climate governance and the construction of leadership in the rise of great powers. This paper takes China - the biggest developing country and the second largest economy in the world - as an example to evaluate its leadership on the theoretical basis of Moral Realism. By analyzing Chinas climate policy, the author concludes that China is simultaneously establishing economic and political state leadership as a hybrid and humane authority international leadership. However, in-depth interaction mechanism between the two types of leadership needs further empirical exploration.

Introduction

Abstract: Within the past decade (global), virtual teams have become integral to organizations in all sectors. This trend has been further accelerated since the emergence of the global COVID-19 pandemic in early 2020. Even though the employment of (global) virtual teams has opened up numerous new opportunities and benefits for companies and employees alike, the performance of these teams is often an issue due to a lack of trust. Trust is a necessary condition for successful interactions and requires adequate leadership. This thesis will demonstrate how (global) virtual leadership can build and sustain trust in (global) virtual teams for effective cooperation and enhanced performance.

Cultural intelligence as a global leadership competency in disruptive contexts

Abstract: Called upon to navigate their respective organizations through extreme and more frequent disruptive contexts, global leaders must leverage cross-cultural capabilities or cultural intelligence (CQ) to drive effective performance outcomes. This chapter offers a review of the extant research on CQ for global leaders and the impact of CQ competencies for how leaders effectively navigate disruptive contexts. We discuss the empirical research on CQ and leadership practices, and how CQ has been examined as an antecedent, moderator, mediator, and outcome in leadership studies. We then propose a model of CQ and leadership practices that illustrates CQ competencies, leadership practices, and performance outcomes across four disruptive contexts: (a) crises; (b) diversity, equity, and inclusion (DEI) initiatives; (c) strategic change and joint ventures/alliances; and (d) organizational innovation. For each disruptive context, we develop propositions for advancing theory and research on the role and impact of CQ for global leadership practices.

Six Factors That Shape How Global Leaders Exercise Power and Influence Followers

Abstract: As part of an exploratory study on the nature of global leaders' power, we interviewed 23 global leaders to address the question: “How do the task, culture, and relationship complexities of global leadership shape the way global leaders exercise power and influence their followers?” We identify five complicating factors that shape the use of power by global leaders: Language, culture, time zones, physical distance, and matrix organizational structures. When compared with domestic leaders, these five factors make the use of power more complex for global leaders and require global leaders to invest substantially more time and energy into building relationships, sharing leadership, and prioritizing communication to ensure common understanding of vision and goals. We highlight a sixth factor, high-quality relationships, as an enabling resource for global leaders to succeed despite contexts of global leadership complexity. We provide a conceptual model summarizing how global leader influence attempts are complicated and enhanced and offer implications for future research and practice.

Leading Effective Global Change: Three Design Imperatives That Support Success

Abstract: It is commonly believed that the complexities of different languages, cultures, histories, time zones, locations, governments, financial and legal systems contribute to the difficulty of leading global change. And yet, there is surprisingly little research at the intersection of global change and global leadership to guide practitioners. To fill this crucial gap, we provide a helpful framework for global leadership practitioners and scholars that emerged from a qualitative study of success factors in leading effective global change initiatives. We employed a comparative case study methodology to examine strategies and processes used by leaders of successful corporate and NGO global change projects. After comparing multiple cases of successful and unsuccessful global change initiatives in four organizations, we concluded that effective global change requires leaders to pay attention to 14 success factors categorized into three key design imperatives: (1) participatory process, (2) representative leadership, and (3) nested implementation. Participatory process consists of these success factors: (1) establish a clear vision, (2) ensure a collaborative start, (3) invite to the table as equals, (4) seek ideas from outside headquarters, (5) recognize and celebrate others, and (6) build systems for interdependence and accountability. Representative leadership includes: (7) create local leadership, (8) enable knowledgeable leadership, (9) empower willing leadership, and (10) develop bridge people. Nested implementation is composed of: (11) leverage formal communication channels, (12) attend to individual needs via interpersonal communication, (13) set global standards with local flexibility, and (14) test for regional credibility. We discuss these factors in light of existing literature and identify the implications and new horizons for global leadership theory and practice with respect to leading global change.

Globe - assessment tool of the impact of national culture on management in the context of globalization

Abstract: Globalization has generated a complex vision on the process of interaction of representatives of different cultures in different fields: political, social, economic, etc. Thus, multicultural complexity can be dealt with by knowing the specific cultural characteristics of the nation we deal with and development of synergistic approach of differences in inter and transcultural processes. The grids, comprising dimensions (specific cultural characteristics) in the most important cultural theories, such as Hofstede and GLOBE, help to understand the differences between cultures and solve intercultural problems. The article below contains a detailed description of the GLOBE 2020 project carried out in the Republic of Moldova: stages, research methodology, sample, proposed survey and problems related to questionnaire translation. This segment of the project is an integral part of the GLOBE (Global Leadership and Organizational Behaviour Effectiveness) that, during 20 years, focuses on the study of national culture, the factors generating trust in the analysed countries and their specific and preferred leadership.

Tokyo Tech’s Development of Global Human Resources Leading the World with Technology

Abstract: Tokyo Tech professes that we provide excellent education nurturing the ambition to change the world in students’ minds and acquiring the ability to take a panoramic view and leadership. To the aim, in order to develop global human resources who will lead the world by technology, Tokyo Tech is promoting various initiatives that take into account the position of universities as top-tier institutions of higher education. In this manuscript, the environmental improvement and educational programs for that purpose along with each intention are introduced. On the other hand, the activities of researchers with higher quality in various international joint researches themselves are the best teaching materials. The efforts to promote international joint researches, which will lead to the creation of situations and environments for fostering global human resources, are also introduced.

Leadership aspirations versus reality: Germany's self-concept in Europe

Abstract: Leadership by powerful states is considered crucial to the success of regional integration. Since the European Union (EU) entered a ‘polycrisis’, many eyes have therefore been on Germany. But does the German political elite see itself as a leader in Europe? To date, whether German political elite members have cast off their much-cited ‘leadership avoidance reflex’ has not been empirically investigated. Based on an original elite survey, this article therefore investigates the extent to which Germany conceives of itself as a leading power in the EU. The findings show that the time of a ‘leadership avoidance reflex’ is gone. Instead, there is a high level of agreement across EU policies that Germany should take on a leadership role. However, the study also exposes a gap between leadership aspirations and perceived reality, especially when it comes to Germany providing a vision for the future of Europe. In contrast to previous research, the article therefore argues that it is not the lack of desire for leadership, but the inability to realize such a role that keeps Germany from taking the lead in Europe.

Enacting Inclusive Globalization in a VUCA Context While Emerging from COVID-19

Abstract: Enacting future global visions such as the Belt and Road Initiative, while emerging from a pandemic and in the midst of climate emergency negotiations at COP-26, suggests a contest in the public relations domain as much as the domain of political leadership. The spread of malicious, ill-informed rumour-mongering, and disinformation on social media continues, even including former, US president, Trump. Thus, it is important to position such global futures speculations as much as imaginative art rather than exact science and move away from dominant approaches in two key literatures. Firstly, in leadership literature, and secondly in the public relations literature while acknowledging the contribution both have made to the importance of future vision. We must also distance ourselves from the view that such projections are the restricted domain of political, Professional public relations, or other leaderships and adopt new models of leadership for the digital era (Smith and Cockburn in Dynamic leadership models for global business: Enhancing digitally connected environments, IGI Global, 2013; Smith and Cockburn in Developing and leading emergence teams, Routledge, 2016; Smith and Cockburn in Global business leadership development for the fourth industrial revolution, IGI Global, 2020).

Emerging Powers and Small Island Developing States: Leadership or Co-Option?

Abstract: Recent developments in climate change-related negotiations indicate that there are emerging conflicts of interest between Small Island Developing States (SIDS) and emerging powers like India and China. Emerging powers have to address their developmental concerns while pursuing aspirations related to leadership in global governance. To take a leadership role in global governance structures relating to climate change, emerging powers need to pursue their interests while accommodating the concerns of their potential followers, which include SIDS. Increased conflict of interests between emerging powers and other sets of vulnerable countries could lead to adverse implications for the North–South divide in international environmental relations, which in turn will impact their leadership aspirations. Using the example of leadership in international relations and the statements made by the SIDS at COP26, this article concludes that the existing situation presents a challenge as well as an opportunity for emerging powers like India to take a leadership role in a reformed new world order.

Cross‐cultural experiences and self‐protective leadership: A multi‐country comparison of managerial perception

Abstract: In this study, we examine the effect of cross-cultural experiences on perceptions of the effectiveness of self-protective leadership (SPL). We use survey data from 15 non-western countries collected in the second wave of the GLOBE leadership project to analyze the relationship between the global experiences of non-western managers and the leadership schemas they hold. We examined three types of global experience – working in a multinational corporation, being trained in western management practices (WMP), and living abroad – and the leadership schema of self-protective leadership (SPL). These results show that prior work experience in a multinational company and receiving training in WMP are associated with more negative perceptions of SPL, whereas having lived abroad has a more complex relationship with SPL. These results provide empirical evidence for the link between global experiences and cognitive schemas about leadership. Non-western managers with international work experience and training hold SPL schemas that are significantly different from the SPL schemas of their peers with no such experience. Further, consistent with Implicit Leadership Theory (ILT) and recent research that links leadership effectiveness to expectations about behaviors associated with gender stereotypes, we find that SPL, a leadership style that encompasses behaviors that are traditionally associated with a male stereotype (conflict inducement, procedure orientation, status enhancement), is viewed more negatively by female managers compared to their male counterparts. Practical implications of our findings are provided.

Climate Leadership Through Storylines: A Comparison of Developed and Emerging Countries in the Post-Paris Era

Abstract: The expectation of developed countries’ leadership is institutionalised in the United Nations’ climate agreements. Hence, climate leadership discussion often builds on the experience of the Global North and ignores the non-western contexts. This article analyses how climate leadership is socially constructed through discourse by developed and emerging countries. Here, developed countries were limited to Australia, Canada, the EU, Japan, New Zealand, and the US, and emerging countries to the BASIC group, comprising Brazil, China, India, and South Africa. The analysis was conducted by drafting storylines and discourse-coalitions based on national speeches at the UN climate conferences in 2016–2019. The results underline that the two sides differ primarily in perceptions of leadership responsibility and problematisation but share ideas about transition as a problem solution. Furthermore, neither side constructs their own leadership on the basis of responsibility, and the demand for collective responsibility particularly benefits the Global North.

Power and Global Leadership: Marking the Transition and Suggesting Future Directions

Abstract: The chapters in Volume 15 of Advances in Global Leadership provide a comprehensive examination of the state of our field in its lenses on and through power. In this chapter, we synthesize the volume's insights around two main conclusions. First, global leadership research tends to draw on the same lenses and approaches to the study of power as the mainstream leadership research does. This is helpful for comparison and extension across contexts, but the research suggests that important insights – especially around the nature of power dynamics in highly complex environments – may be missed by limiting the perspective. Second, recent research on how global leaders work is beginning to show a pattern illuminating the importance of dynamic and shared power adaptation in global leadership. There are exciting possibilities in these directions, and this chapter concludes with a discussion on ideas for future research.

International and domestic leadership for fulfilling carbon neutrality in emerging economies: comparative evidence from China and India

Abstract: The socioeconomic impacts of potential climate policies are unevenly distributed across the globe, and different countries take different leading positions in fulfilling carbon neutrality. We select two top-emitting emerging economies, China and India, as our case studies. Considering structural, entrepreneurial, ideational, and exemplary leadership based on the leadership theory, we analyze the two countries’ international and domestic positions in climate change mitigation after each became active climate action taker (i.e. during 2008–2021). We further rely on interest-based and norm-based approaches to explore the driving factors of their leading positions. We conclude that although China is generally more inclined to take the leading position, China and India currently both exert substantive leadership, especially prevalent in recent international climate negotiation rounds. China and India’s consistency of international and domestic leadership evolves via different paths. China initially focused more on international rather than domestic leadership positions (symbolic leader), while India initially took the opposite approach (pioneer). An alignment between international and domestic leadership is found in both countries in more recent years, making both countries substantive leaders. Compared with the interest-based approach, the norm-based approach has greater explanatory power for the two countries’ leading position.