Global Leadership

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

Let nine universities blossom: opportunities and constraints on the development of higher education in China

Abstract: China’s pursuit of global superpower status compels the country to make coordinated efforts across numerous sectors. Global leadership in higher education is one example and provides a case study i...

Executive Development and Organizational Learning for Global Business

Abstract: Contents About the Editors * Contributors * Introduction: Seven Imperatives for Executive Education and Organizational Learning in the Global World * Think and Act Globally * Become an Equidistant Global Learning Organization * Focus on the Global System, Not Its Parts * Develop Global Leadership Skills * Empower Teams to Create a Global Future * Make Learning a Core Competence for Your global Organization * Regularly Reinvent Yourself and the Global Organization * PART I: GLOBALIZATION AND LEARNING * Chapter 1. Anticipatory Learning for Global Organization * The Organizational Learning Imperative * All Learning Is Not Equal * The Organizational Learning Matrix * Forecasting versus Creating the Future * From the Forecasted Future to the Invented Future * Summary and Conclusion * Chapter 2. Do Cultural Differences Make a Difference? Contextual Factors Affecting Cross-cultural Relationship Success * In Search of Cultural Differences * The Foreign Acquisitions Study * Culture versus Context as an Explanatory Factor * Contextual Factors as Key Determinants of Cross-Cultural Relationship Success * The Negative Side of Cross-Cultural Interaction: Threat and Prejudice * The Attribution of Organizational Problems to National Culture * Conclusion * Chapter 3. Managing Globally Competent People * Transnationally Competent Managers * The Globalization of Business: Strategy, Structure, and Managerial Skills * Transnational Human Resource Systems * Today's Firms: How Transnational? * Illusions and Recommendations * Chapter 4. Creating a High-Performance International Team * Establishing the Context of the Growing Number of International Teams * Creating and Managing an International Team * Managing the Geographical Distances Managing Globally Competent People * Creating a High Performance International Team (Sue Canney Davison) * Establishing the Context of the Growing Number of International Teams * Creating and Managing an international Team * Managing the Geographical Distances * Working Within the Team * PART II: DEVELOPING THE GLOBAL EXECUTIVE * Chapter 5. Selecting Training Methodology for International Managers * A Model for Managerial Training for International Assignments * A Theoretical Base for Training Methodology * Management Development Methods * Developing Cognitive Competencies * Developing Behavioral Competencies with Experiential Methods * Developing Performance Competencies * Summary and Case Application of the Training Model * Recommendations for future Research * Chapter 6. Creating Scenarios and Cases for Global Anticipatory Learning * Review of Anticipatory Learning Program Issues * Scenario Planning * Cases * Conclusion * Chapter 7. A Culture-General Assimilator: Preparation for Various Types of Sojourns * Introduction * Rationale for Materials Development * The Culture-Assimilator Format * Learning the Ropes * The Themes Around Which the One Hundred Incidents Were Developed * Uses for Culture-General Assimilator * Conclusion * Chapter 8. Action Learning: Executive Development of Choice for the 1990s * What Is Action Learning? * Traditional Approaches to Action Learning * Unique Action Learning Adaptations * Summary * Chapter 9. Case Studies of International Management Development * Needs Analysis for International Training * Program Design and Development * Training for Trainers * Cultural Awareness * International Negotiation * Consulting in a Multicultural Environment * Communication in a International Context * Expatriate Preparation * Managing Internationally * An Application by ICM Management Training in Russia: Traps and Gaps * PART III: DEVELOPING THE LEARNING ORGANIZATION * Chapter 10. Systems Dynamics and Anticipatory Learning * Examples of Microworlds

The Nature of Global Leaders’ Work

Abstract: Despite the need for effective global leaders on the part of business (McKinsey, 2012) and the growing body of empirical research related to the topic of global leadership (Osland, 2013a), very little is known about what global leaders actually do. How do they spend their time? In what kinds of activities are they involved? How do they communicate, coordinate, make decisions, and lead? How is their work similar to or different from that of domestic leaders? In this chapter, we respond to these questions by exploring the nature of global leaders’ work using an approach similar to Mintzberg (1973) in his classic book, The Nature of Managerial Work. We observed five global leaders from five different industries, each for 1 week, and compared our results with Mintzberg’s (1973). In addition, we conducted informal interviews and collected archival data. We content-analyzed the data using the conventions of grounded theory and identified 10 distinguishing characteristics of global leaders’ work. It is characterized by (1) multiple time zones and geographical distance; (2) long hours; (3) flexible schedules and fluid time; (4) dependence on technology; (5) time alone connected to others; (6) extensive travel; (7) functional expertise with global scope; (8) facilitation of information, advice, and action; (9) management of complexity; and (10) confrontation of risk. We conclude by discussing implications for future global leadership research.