Global Leadership

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

Cultural Mythology and Global Leadership in Iran

Abstract: Until 1979 Iran, or Persia as it used to be known in the West, had been a monarchy for over 3000 years. The monarchic identity, presence of a central powerful government symbolized by a king and the cultural elements that accompany such traditions are an indelible part of Iranian culture and ideals of leadership. During its long history, the country has been subject to numerous invasions including those of Alexander the Great in 300 BC, and the Arab invasion of the seventh century AD, which brought Islam to Iran. As a result, Iran experienced cultural battles between its imperial and Indo-European roots and the cultures of the invaders. What some would consider the ‘true’ Iranian identity has survived through many conflicts, sometimes going underground, with adjustments and adaptations. Iranian mythology reflected in fairy tales, folklore and literature has survived for thousands of years and continues to be taught in schools and used in popular story telling and art. The courageous, caring, humble and daring leader-hero who rises to save the nation against various supernatural, foreign or domestic evils, while showing unwavering loyalty to country, king and father, kindness to the weak and his enemies, and caring for his followers is an ever present character. This chapter will consider the dominant cultural themes that run through Iranian mythology, shape ideals of leadership in Iran and help understand current leadership.

Global Leadership Development : Processes and Practices

Abstract: This chapter focuses on the development of global leaders in larger firms. It discusses the general leadership methods that apply to global leadership development (GLD), conceptual issues that underlie effective GLD, and three examples of firms that have very different GLD initiatives and how they each can positively affect GLD. Formal learning, developmental learning, and varying levels of experiential learning are all important and complementary and have a part in the development of global leaders. The Kozai Group developed a useful model that indicates the process most individuals tend to follow through the learning process to develop greater global leadership competencies. The first step in the transformation process is to experience events that act as trigger events. Formal learning is a broad umbrella that includes many different types of learning strategies, including but not limited to traditional seminars, webinars, case studies, assessments, games and role-plays, lecture, and so on.

Reforming the global architecture of financial regulation: the G20, the IMF and the FSB

Abstract: The global financial crisis that began in 2007 and deepened in 2008 exposed major weaknesses in financial and macroeconomic policy coordination, and profound flaws in financial risk management and regulation in a number of advanced countries. The severity of the crisis led global leaders to recognize that they must find a way to reform the global regulatory architecture to ensure that the financial system can absorb shocks while continuing to function efficiently. In response to the crisis, the Group of Twenty (G20) met in November 2008, for the first time at the leaders level, to agree on a comprehensive strategy to restore trust in the financial system and to limit the fallout from the crisis on global output and employment. Currently, there is a complicated governance structure for the program to reform the global architecture of financial regulation that consists of three entities — one ad hoc and self-selected (G20), one treaty-based and systemic (International Monetary Fund [IMF]) and one a creation of the G20 (Financial Stability Board [FSB]). This paper undertakes an analysis of how cooperation takes place among these actors to implement the fundamental reforms needed to ensure that the global financial system is better able to withstand shocks than it was in 2007-2008. The analysis suggests a number of actions that the IMF and FSB should take to strengthen their cooperation and effectiveness, and highlights some of the problems created when no single agency has overall responsibility for the regulatory oversight of the international financial system. More broadly, it concludes that an appropriate framework for the governance of macroeconomic and financial policy cooperation in an interconnected world is a bimodal structure which includes both a restricted executive group of leaders who can implement major changes in the strategic policy direction to meet unforeseen developments and a universal, treaty-based official international financial institution that provides regular, consistent policy advice to its members. A more effective structure of governance over international economic policy cooperation would be possible if the countries and jurisdictions whose leaders made up the restricted executive group were to be selected by a more systematic and widely accepted process than at present. This raises the question, addressed at the conclusion of this paper, of what the appropriate relationship should be between the IMF’s key governing body — the International Monetary and Financial Committee — and an executive group such as the G20. This paper was originally published by the Centre for International Governance Innovation (CIGI) as Malcolm D. Knight (2014) “Reforming the Global Architecture of Financial Regulation: The G20, the IMF and the FSB.” CIGI Paper No. 42. September.

Not all financial regulation is global. Bruegel Policy Brief 2010/07, August 2010

Abstract: The Financial Crisis has intensified the focus on financial regulation at global level, placing it at the top of the G20 agenda. However, global convergence is made more difficult by financial multipolarity, meaning the increased diversity of political preferences reflecting the rise of emerging economies, and financial reregulation, or the trend towards stronger regulation of financial systems to buttress financial stability. In this Policy Brief Nicolas Veron and Stephane Rottier suggest policy priorities for global leaders in a context where global harmonisation of all aspects of financial regulation cannot be achieved, but action is needed at global level to prevent fragmentation of capital markets. This paper is complemented by the same authors' "An Assessment of the G20's initial action items. Bruegel Policy Contribution 2010/08, September 2010 (on this archive), which assesses the implementation and follow-up of the 47 action items included in the G20's agenda since its first summit in Washington in 2008.