Global Leadership

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

Leadership in a Global Society: Habits of Mind, of Heart, and of Action.

Abstract: If the world is flat, what, then, are the implications for and obligations of educational leaders? Leaders in Bangalore, India offer habits of mind, of heart, and of action that can serve as the bases for a model of educational leadership for the twenty-first century. A New Alexandrian Meets the Flat World The best and noblest gifts of humanity cannot be the monopoly of a particular race or country. --Rabindranath Tagore Ideagoras, The New Alexandrians, Prosumers, Peer Networks, Weapons for Mass Collaboration, Mash-ups (Tapscott & Williams, 2006). If these terms seem to be little more than Greek, then consider these questions: What must I know and be able to do to lead in a global society? What must those whose scholarship and learning I guide know and be able to do? How do I, as a leader, prepare a generation of children for a world that I will not see? Clearly, no multiple guess answers to these questions exist. While on its face there may seem to be little relationship between ideagoras and the questions of leadership in a global society, I submit that they are inextricably linked. The clarity of their convergence, however, will require some background context. Less than two years ago as I began preparing to teach a doctoral course for educational leaders on transforming organizations in a global society, a triptych of themes emerged. First, implicit in the notion of transforming organizations was the idea of leadership--the habits of mind, of heart, and of action that a global leader would embrace. Second, there was the organization itself--the attributes of one that embodied global perspectives. Finally, there was the matter of a global society--its meaning and its implications for leadership and for organizations. I examined any research that seemed to address these questions. I sought the counsel of leaders of global organizations and began to consider the work that these individuals did, seeking possible analogues to serve the educational community. President and Chief Executive Officer Samuel R. Starr of Sterling Commerce, Inc. suggested I read Tom Friedman's, The world is flat (2005). Friedman (2005) posited that in only the past several years, ten forces have served to flatten the world and, "It is this triple convergence--of new players, on a new playing field, developing new processes and habits for horizontal development--that ... is the most important force shaping global economics and politics in the early twenty-first century" (pp. 181-182). As I began poring through Friedman's book and considering his thesis, a model for leadership emerged that spoke to the needs of educational leaders of the twenty-first century. The questions that resulted were: 1. If we embrace the assumption that the world is flat, then what are these new rules, new roles, and new relationships of which we must be aware to be successful? a. What must young people know and be able to do? b. What must educational leaders know and be able to do? 2. What are the implications of these new rules, new roles, and new relationships for the nations of the world? a. How should this knowledge serve to inform educational policy in our nation? b. How should this knowledge serve to inform the training of educational leaders in our nation? In an effort to begin exploring these issues, I considered the role that two emerging powerhouses--China and India--were playing on the global stage. I initially found India to be the more compelling of the two, for it was the world's largest democratic nation state. The third question that emerged then was, If we look at leaders in India, are there habits of mind, of heart, and of action that can help us understand these new rules, new roles, and new relationships? When Sam Starr (personal communication, January 10, 2006) declared, "If you would you like to meet the people in Friedman's (2005) book, I can make the introductions," the many questions about leadership in a global society moved beyond the library databases to the fragrant, jasmine-scented gardens of Southern India. …

Connecting Across Cultures: An Empirical Examination of Multicultural Individuals as Global Leaders

Abstract: Global leadership involves the ability to connect with individuals from different cultures. Connecting is an actionable process that creates mutual understanding, positive feeling, and a common approach to collaborate. Forming interpersonal connections can be an effective way for global leaders to cut across cultural differences as it is based on a universal human need for belonging. Our study aims to understand the specific actions global leaders engage in to connect with people across cultures. Furthermore, we examine how identity experiences of multicultural individuals contributed to their capabilities of connecting with people from different cultures in their role of global leader. Through a qualitative analysis of in-depth interviews with multicultural individuals in global leadership positions, we develop a model of connecting across cultures involving specific leadership actions that lead to emotive, cognitive, and behavioral dimensions for connection. Our model also illustrates how multicultural identity experiences equip global leaders with qualities such as empathy, perspective-taking, and integration, which enable them to engage in actions for connecting to people across cultures. The research in this chapter contributes to a better understanding of global leadership with novel insights into how global leaders connect to people and sheds light on the advantages of multicultural identity experiences in this process.

Unraveling the success of India’s IT-ITES industry: Can India sustain this success?

Abstract: :In this paper we propose how India can sustain the success of its IT-ITES industry in the coming years. India has established itself as a global leader in the information technology-information technology enabled services (IT-ITES) offshoring industry. Different factors have been responsible for this success. While factors identified from the information systems (IS) and international business (IB) literature are adequate to explain the past success of India's IT-ITES industry, they are not adequate to explain whether this success can be sustained in the long run. This paper uses the endogenous growth theory and the economics of ideas to conclude that innovation and technological growth are keys to sustaining this success over time. The paper also highlights policy options that will harness innovation and technology growth in India.Keywords: Offshoring, IT-ITES industry, endogenous growth theory(ProQuest: ... denotes formulae omitted.)INTRODUCTIONInformation technology-information technology enabled services (IT-ITES) offshoring has played a significant role in providing measureable economic benefits for some developing nations, which has helped alleviate poverty in those nations. India, one such developing nation, has successfully created a thriving IT-ITES industry to become the global leader. Headlines highlighting Indian's economic growth from 2000 to 2010 abound in magazines and newspapers published around the world. The explosion of the services sector, especially the IT-ITES industry, has contributed significantly to this growth in the last two decades. As companies in the United States and Europe continued to outsource their IT-ITES operations, India benefitted from this industry trend. The Indian IT-ITES industry, which was practically nonexistent before the mid-1990s, has now become a major player on the world scene. National Association of Software and Service Companies (NASSCOM), the apex body of the IT-ITES industry in India, reports that the total revenue from the IT-ITES sector will grow to US$76 billion (Figure 1), and direct employment by the sector is expected to reach 2.54 million by the end of fiscal year 2011. The revenue generated by the IT-ITES industry accounts for 6.4% of India's GDP, and India's share of the global outsourcing market stands at 55%, according to NASSCOM. Thoppil and Ahmed (2012) report that the industry is expected to expand approximately 11% to 14% in 2012. It is evident that India's IT-ITES industry has witnessed significant success and is the world's top offshoring destination.The data in Figure 1 clearly indicates that India has successfully consolidated its position as the favored destination for IT-ITES offshoring. This research addresses the question: Can India sustain the success of its IT-ITES industry in the future? To answer this question we provide a multidimensional analysis of the issue using interdisciplinary research from the information systems, international business, and economics disciplines. The paper reviews the international business (IB) and information systems (IS) literature that help explain the factors that may have contributed to the success of the Indian IT-ITES industry. The main contribution of the paper lies in using the endogenous growth theory and the economics of ideas to address the issue of sustainability in the future.The paper is organized in the following manner: the following section titled Research Foundation reviews the information systems and international business literature to identify factors that contributed to the success of Indian IT-ITES industry. The authors argue that these factors are not adequate to answer how India can sustain the success in the future. In the next section section titled Sustaining India's Success the authors borrow from the economics discipline to describe how theories in the discipline can be used to answer the research question that this study addresses. …

Влияние цифровых технологий на лидерство в глобальных процессах: от платформ к рынкам?

Abstract: Discussions on the impact of digital technologies on national and global processes are rising. Among important issues is the role of large Internet platforms (Facebook, Google, Alibaba, etc.) - key players of the digital markets and in the digital innovations – in producing global leadership / dominance. The article argues, that on the economy side existing USA-China duopoly on the platform markets creates asymmetric advantages for both nations resulting (in future) in unprecedented influence on global processes (up to “digital colonialism”). It is doubtful that potential competitors from third nations may ever destroy this duopoly. Also, the information functions of the platforms are reviewed as resource for global leadership. Noting the evolution of assessments (from techno-optimistic views of platforms as engines of democracy to alarmist views of their role as a “backdoor” for the opponents and adversaries) we accent platform`s growing information impact on the global processes (digital diplomacy, etc.). However, here the USA-PRC duopoly is also actual. Dilemma of alternative solutions to boost the influence of third nations in the new digital, platform economy still may be resolved. Since data is the key resource for the digital markets and platforms, formation of data regulatory regimes appears to be an asymmetric solution. The experience of the EU with its GDPR and other efforts to form new data/digital regimes may serve as a model. Exploiting its` large data market as a competitive factor, the EU may neutralize part of the advantages of stronger actors and orient global platforms towards a more acceptable strategy. However, regulatory practices should be complemented by the development of digital technologies, as well as regional- or national-level platforms. A serious challenge also lies in achieving needed market scale (in order to influence global platforms) and – in the future – in competition of jurisdictions.