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Global Leadership

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


Papers
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Journal ArticleDOI
TL;DR: The authors investigated the effects of global leadership competencies on knowledge transfer, and the moderating role of self-efficacy in this relationship, finding that there was a moderating effect of selfefficacy on goal achievement in the relationship between innovation and knowledge transfer.
Abstract: We investigated the effects of global leadership competencies on knowledge transfer, and, in particular, the moderating role of self-efficacy in this relationship. Participants ( N = 122) were randomly selected employees of South Korean multinational corporations. They were working with global stakeholders and were participating in international competency training programs. Results showed that there was a moderating effect of self-efficacy on goal achievement in the relationship between the global leadership competency of innovation and knowledge transfer. Enhancement of a positive context for social associations and the provision of useful feedback are central for global leaders in the formation of self-efficacy, which precedes knowledge transfer.

6 citations

Journal ArticleDOI
TL;DR: In this paper, the authors describe the pressures leading organizations to a desire for a common competency framework and offer suggestions about how to implement them in a way that respects the differences needed.
Abstract: One of the points of concern raised by Holt and Seki (2012) is the adequacy of competency models in capturing the essential aspects of global leadership. Indeed, this is a major dilemma facing organizations that increasingly need to manage their leadership talent globally: How can they have commonality in leadership expectations yet also account for the key differences? We would like to offer some thoughts about different types of global leaders and the implications for competency models, based on our practice and research with leaders (global and not) in organizations around the world. We will describe the pressures leading organizations to a desire for a common competency framework and offer suggestions about how to implement them in a way that respects the differences needed.

6 citations

01 Jan 2010
TL;DR: In this article, a framework of global mindset by combining cultural intelligence and global business orientation is proposed, and relationships are proposed between global mindset and individual outcomes such as trust, leader-member exchange relationship quality, and organizational commitment.
Abstract: Global mindset has been proposed to be the only unique characteristic of effective global leadership. This article proposes a framework of global mindset by combining cultural intelligence and global business orientation. In addition, relationships are proposed between global mindset and individual outcomes such as trust, leader-member exchange relationship quality, and organizational commitment. Variables such as complexity of global role and leader distance are also proposed to see if they moderate the relationship between a global leader’s global mindset and outcome variables. The article also discusses the impact of the proposed relationships and states directions for future research.

6 citations

Book ChapterDOI
22 Jun 2001
TL;DR: In this article, the authors examine the challenges of effective alliance managers and propose some concrete suggestions about grooming alliance managers, albeit leaders of the future, and detail both the actions and behaviors required of effective managers and the cognitive characteristics that seem to distinguish them from other line managers.
Abstract: The premise of this chapter is the following: strategic alliances offer the kind of organizational context that encourages a new kind of leadership and the attributes of effective alliance managers today are the foundational characteristics of global leaders of the future. Drawing on extensive field research as well as work with companies, we examine the alliance context and the challenges it offers to managers. We describe those leadership challenges, and detail both the actions and behaviors required of effective alliance managers and the cognitive characteristics that seem to distinguish them from other line managers. We end with some concrete suggestions about grooming alliance managers, albeit leaders of the future.

6 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202330
202242
202183
2020108
201983
201889