Global Leadership

About: Global Leadership is a research topic. Over the lifetime, 1598 publications have been published within this topic receiving 29200 citations.

Managing a Multinational Team: Lessons from Project Globe

Abstract: Managing a large multinational team such as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (ongoing since the early 1990s) presents numerous leadership, communication and organization challenges. This chapter discusses the challenges that occurred in the GLOBE project owing to: (a) the long-term nature of the project, (b) the evolving (growing) size of the GLOBE team, (c) the large membership size of the GLOBE team, (d) the virtual nature of the team's communications, and (e) the cultural differences of the GLOBE participants. Survey responses from 50 researchers regarding their experiences in GLOBE help document our experiences. Because these challenges will be encountered by other multinational teams, we provide recommendations for forming and maintaining successful multinational teams.

Corporate strategies of automotive firms: how to become global leaders

Abstract: Purpose – This article aims to evidence current trend in automotive industry and discuss corporate strategies to become global leaders. Design/methodology/approach – Case studies are used to evidence the relevance of cross-border M&A in automotive industry. Findings – This study evidences how automotive firms can become global leaders. Originality/value – The article offers a better understanding of firms' strategies to compete in automotive industry.

A Proposed Framework for Global Leadership Education: Learning Objectives and Curricula

Abstract: Many traditional leadership education paradigms are challenged by the transformational nature of globalization and are limited in application in diverse and complex contexts. In order to address these issues, a new framework must be adopted within higher education leadership programs to educate the next generation of global leaders. This paper introduces a potential framework of learning objectives, reviews strengths and weaknesses of the proposed model, provides sample curricular and co-curricular programs, and discusses recommendations for additional research.

Responsible Global Leadership in Emerging Markets

Abstract: Highly publicized scandals and increased stakeholder activism for sustainable development have resulted in calls for more responsible global leadership. At the same time, emerging economies characterized by weak institutions, political instability, and a shaky rule of law have gained in importance for global business. Under the lens of responsible global leadership, we highlight the challenges that global leaders face in addressing the needs of diverse, cross-boundary stakeholders, with a particular focus on Western multinational enterprises (MNEs) doing business in emerging markets. We identify three prototypical approaches that MNEs and their leaders take in responding to calls for responsible global leadership, focusing on the tensions and possible trade-offs between globally integrated and locally adapted approaches. We discuss the implications in view of managerial decision making and behavior and offer recommendations for how organizations may promote responsible global leadership.

Global leadership challenges - and possibilities for tackling them

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