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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.
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TL;DR: In this article , J.J.S.Srivastava et al. discuss the importance of diversity and diversity in education.and the benefits of diversity in the media.
Abstract: J.S
5 citations
Journal Article•
TL;DR: This paper explored the relationship between basic cultural characteristics of countries and some economic indexes and found that some cultural practices and preferences are related to the development of countries as measured by Human Development Index (HDI).
Abstract: This paper explores the relationships between basic cultural characteristics of countries and some economic indexes. As cultural characteristics, the data from The Global Leadership and Organizational Behavior Effectiveness Research Program (GLOBE) about the 9 cultural dimensions for 60 countries were used. Two facets of cultural dimensions were measured: the perceptions of actual practices and the perceptions of preferred values. On the other hand, the data about different economic indexes were taken from archival sources such as Human Development Report. Results show that some cultural practices and preferences are related to the development of countries as measured by Human Development Index (HDI). The implications of these results are discussed.
5 citations
TL;DR: The recent rise of populism and "illiberal democracy" especially within major Western democracies has challenged the longstanding and widespread commitment of those states to the rules-based order and eroded the traditional global leadership, in multilateral forums, of key powers including UN permanent members the United States and the United Kingdom.
Abstract: This article considers the recent ‘Backlash’ against global norms and institutions fuelled by various contemporary political developments within and between states. Understanding the shape, significance and drivers of this phenomenon better is a pre-requisite to developing and analysing possible responses by Australia and other states. The recent rise of populism and ‘illiberal democracy’ especially within major Western democracies has challenged the longstanding and widespread commitment of those states to the rules-based order. These phenomena have also eroded the traditional global leadership, in multilateral forums, of key powers including UN permanent members the United States and the United Kingdom. The populations of these and other states have responded to perceptions of economic and political disempowerment by pressuring political representatives to focus their energies domestically. In order both to appeal and respond to domestic political forces, leaders in these states have sought to target or sometimes scapegoat the international institutions that have hitherto been so useful to their foreign policy agenda. This article examines the consequences of understanding the current populist moment as part of a Backlash against global law and institutions and the ramifications of the Backlash frame for international peace and security. It also considers the implications of the Backlash frame for the international human rights system, the impact of the turn inward for global trade and finance and the Backlash against environmental norms.
5 citations
01 Jan 2012
TL;DR: In this article, the authors examined the impact of global leadership development programs on both social networks and knowledge sharing in multinational enterprises and found that participation in LEAD had no positive effect on knowledge sharing.
Abstract: Taking as its starting point the significance of social networks for knowledge sharing in multinational enterprises, this paper has a particular focus on the role global leadership development programs may have on both social networks and knowledge sharing in multinational enterprises. The concept of social networks is developed using social capital theory. Our data is derived from Norfert, a Scandinavian multinational enterprise, which in 2007 introduced its first such program, “LEAD”. In order to examine the impact of LEAD we deploy a mixed-methods approach. Contrary to our theoretically driven assumption the longitudinal quantitative data suggest that participation in LEAD had a no positive effect on knowledge sharing. We therefore employed qualitative data in order to explain this finding which we did in terms of the particular cultural and organizational context in which LEAD was created.
5 citations
01 Jan 2015
TL;DR: The Global Leadership and Organizational Behavior Effectiveness project (Project GLOBE) was initiated in the early 1990s with the goal of constructing a culturally universal model of implicit leadership in the form of "culturally endorsed implicit leadership dimensions" (CLTs) as mentioned in this paper.
Abstract: The Global Leadership and Organizational Behavior Effectiveness project (Project GLOBE) was initiated in the early 1990s with the goal of constructing a culturally universal model of implicit leadership—the ideas held by individuals about the characteristics of effective leaders—in the form of “culturally endorsed implicit leadership dimensions” (CLTs). GLOBE undertook two major projects, a dimensional project in which the perceived values and practices of those around them were assessed by middle level managers on 18 dimensions, and a leadership project in which six implicit leadership qualities were identified at the country level of analysis. Sophisticated sampling was employed that involved obtaining questionnaire data from over 17,000 middle-level managers across three industries in 62 countries as well as additional qualitative information from a subset of these countries.
5 citations