Global Leadership

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

Measuring Culture Effect size Differences in Slovenian and Portuguese Leadership Practices: Cross-Cultural Leadership Universality or Contigency?

Abstract: This paper measures the cultural effect size across five types of leadership practices by using the Leadership Practice Inventory (LPI) instrument and drawing on the GLOBE research project framework. It tests cultural universality vs. contingency in five LPI leadership practices in an East-West EU comparison, both with an ex-socialist past. It employs four different effect size statistics. The paper contributes to the narrowing of the empirical gap in researching leadership practices in a small, East-West European country context. Only two of the five leadership practices show statistically significant effect sizes. Furthermore, the leadership practice Encouraging the heart is the only one to display a relatively moderate effect size. Thus, the evidence seems to support the universalist perspective over the contingency perspective.

Triggers of Transformative Learning in Global Leadership Development: The Disorientation Index

Abstract: In the field of global leadership, much of the research has focused on uncovering competencies and methods for assessing competencies. The process of developing global leaders has been researched less frequently; however, it is widely accepted that this process involves learning on the part of the leader. Mezirow’s (1978, 1991) transformative learning is a special type of learning in the domain of adult education and a useful lens to better understand the disorienting triggers that are thought to induce global leadership development (GLD). In simple terms, a disorienting experience occurs when we discover that something we thought was certain is now uncertain. Conducting business in another country or merely navigating to a grocery store or restaurant there can be a disorienting experience. In these situations, people are exposed to new information that does not fit their current meaning structures or thought paradigms, and at this juncture, people have a choice: to transform their perspective or remain unchanged. When individuals transform their perspective, they are experiencing transformative learning. The first section of this chapter reviews the concept of disorienting experiences across disciplines and within the domain of learning and education. The second section explains three GLD process models with a special focus on the role played by disorienting trigger events in each one. The final section explains the Disorientation Index (Ensign, 2019), which articulates dimensions of trigger events. The chapter concludes with future research directions and practical implications.

China’s Global Leadership Through G20 Compliance

Abstract: What kind of leadership role is China playing in the G20? How has this leadership role evolved over time, particularly with the recent global crises created by the COVID-19 pandemic? In addition, will China’s rising role in providing badly needed global public goods reinforce its rivalry with a declining US, present the opportunity of co-leading with its BRICS counterparts, or mediate and foster co-operative solutions among all? This study seeks to address these critical questions using quantitative analysis based on G20 compliance data since its start in 2008, and especially at the recent Osaka Summit in June 2019 and the emergency virtual summit on March 26, 2020. Specifically, this study analyses China’s changing compliance levels over time and across issue areas, in comparison with its key G20 partners (or rivals): the US, India and Russia. Observing China’s compliance trends alongside those of other major G20 powers provides important insights into the characteristics, evolution and interactions of China’s leadership. This analysis finds that China’s leadership role has increased over time but that China remains largely a flexible and co-operative leader. From 2008 to 2018, China’s compliance rose while that of the US declined. Overall, China leads more with its BRICS partners than with the US. China’s leadership model has been characterized by flexibility and cooperativeness, as China has never led alone, and China’s closest compliance companions vary across different issue areas. China and other G20 members’ compliance in 2020 largely confirms these trends and the causal strength of the shock activated vulnerability of COVID-19 and members’ relevant specialized capabilities in response.

The global recession issue: Introduction—Part I

Abstract: The global economic crisis clearly highlighted that a multinational enterprise (MNE) must understand the national environment no less than its core business. Articles in this part deal with the impact of the crisis on five national economies: two small (Iceland and Israel), two developing (China and India), and one extremely poor (Bangladesh). This introduction also contains empirical research on the most important variable in the global crisis, the saving rate. Differences in savings between countries are not adequately explained in the current economic literature. As we show, culture variables from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) study help explain the difference between saving rates in various countries. © 2011 Wiley Periodicals, Inc.