Global Leadership

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

Asian Regionalism After the Global Financial Crisis

Abstract: This chapter examines the evolving dynamics between economic globalization and Asian regional interdependence, and asks whether and how the global financial crisis impacted Asian regionalism. The analysis suggests that the global crisis did trigger advances in regional policy cooperation from 2008 onwards, especially in the area of financial and monetary cooperation. Although the first order response of Asian countries was to join the broader global effort to contain financial freefall at the world level, there emerged a second order response at the level of regional institutional building, specifically to “multilateralize” the Chiang Mai Initiative, and to develop a regional trust fund to help strengthen Asian bond markets. This finding reconfirms the theoretical proposition in historical institutionalism that financial crises have a catalytic effect in stimulating regional innovation. At the same time, we see evolution in the pattern of Asian regionalism in two respects: first, the recent advances in Asian regionalism are being driven primarily, at this stage, by the rise of the PRC and India—although each in their own way, and to varying degrees. The current advance in regionalism also builds on momentum provided by pre-existing programs of regional financial cooperation, namely the Chiang Mai Initiative, and “regional connectivity” programs that have also been championed by Japan and ASEAN countries, such as the GMS, CAREC, and BIMSTEC initiatives. Second, Asian economies appear to be pursuing inclusive regionalism, which attempts to strike a balance between helping themselves and helping the global economy. Asia is striving for modes of regional cooperation that are, on balance, complementary with the current global macroeconomic rebalancing agenda of the G20, and supportive of global integration and openness. The main policy findings are that Asia’s future standing in an increasingly multicentered world economy will be determined by its effectiveness in advancing a multilayered international cooperation agenda. Yet achieving such international gains will depend on Asia’s willingness to make serious advances in regional collective action and global leadership, especially in areas of financial and monetary cooperation.

Cross-Cultural and Global Interdependency Development in STEM Undergraduate Students: Results from Singapore Study Abroad Program

Abstract: Introduction and Background Study abroad programs are defined as either short-term or long-term education programs that occur outside the geographical boundaries of the students' country of origin (Smith & Mitry, 2008). There are many benefits to studying abroad, not the least of which is the greater potential for the mastery of a foreign language, an increased knowledge of different cultures, a development of cross-cultural skills, and the potential to transform one's personal worldview through these overseas educational initiatives (Smith & Mitry, 2008; Hadis, 2005; Dwyer & Peters, 2009). According to Kitsantas and Meyers (2001), cross-cultural awareness is defined as the ability to use communication and cognitive skills, and interpersonal skills to ensure the psychological and sociocultural adjustment to a new living environment. Cross-cultural awareness is associated with the development of cultural empathy and communication competence, and traits of flexibility and patience (Kitsantas & Meyers, 2001). As Dwyer and Peters (2004, p. 26) point out, the goal of many study abroad educators is "to train future global leaders to be more effective, respectful of other cultures and political and economic systems". The ability of people to function effectively in an environment depends on their skills in recognizing and responding appropriately to the culture of those around them (Anderson, 2006). Quappe and Cantatore (Carter, Kravits, & Cechetto, 2015), business and cultural experts, have defined four levels of cultural awareness in which people operate: 1) My way is the only way; 2) I know their way but my way is better; 3) My way and their way; and 4) Our way (Carter, Kravits, & Cechetto, 2015). They describe cultural awareness as a continuum that people can, but will not necessarily, move through during their lifetimes In today's scientific community, global interdependency is an important concept. The advance in technology, particularly in the context of inexpensive telecommunication networks and lower costs for international transportation, has naturally resulted in a greater world-wide connectivity among both peoples and nations (Smith & Mitry, 2008). The problems that engineers are tasked to solve are becoming more complex and interrelated which has led to the need for a broader definition of engineering as a profession due to this globalization (Chan& Fishbein, 2009). For example, Engineers Without Borders Canada collaborated with engineering faculty all across Canada as well as internationally to define global engineers as having the following key aspects (Chan & Fishbein, 2009): 1. Superior communication skills and understanding across different cultures and languages 2. A facility for multidisciplinary and interdisciplinary teamwork 3. A well-developed sense of social responsibility and ethics, with due consideration in his/her personal and professional activities 4. Being entrepreneurial 5. An ability to deal with complexity and systems thinking This paper describes a study abroad program in the particular area of biomedical research. The program's goal is to expose students to global perspectives of science technology, engineering and math (STEM) research and learning (Smith & Mitry, 2008; Hadis, 2005; Dwyer & Peters, 2009) through an international summer research experience at Nanyang Technological University (NTU) in Singapore. The authors employed qualitative research techniques to assess the influence of the program on participants' cross-cultural and global interdependency development. The Singapore Study Abroad Program Undergraduate students (rising sophomores to rising seniors) from several institutions within the state of South Carolina were selected from an open application process and for the program at NTU in Singapore. Each participant spent eight summer weeks performing research with a faculty mentors at NTU. …

Military Leaders and Global Leaders: Contrasts, Contradictions, and Opportunities

Abstract: Leadership has long been a focal point of human curiosity but has recently gathered even more attention. As globalization becomes increasingly the dominant force in political, social, and economic affairs, leaders far and wide are being called upon to take on new roles and address emergent challenges. This trend may be most prominent in the arena of national security. In particular, military leaders must now interact with a broader range of social communities as engagements span national and cultural boundaries.1 While in the past, national militaries or their forces or branches acted alone, most of today's engagements involve coalitions, "partners", or joint forces. How do the traditional traits and characteristics of military leaders align with this new environment? This paper will examine several traits or characteristics of military leaders, compare them to those of other global leaders, and suggest ways to prepare military leaders for global leadership roles that go beyond parochial interests.Military Leaders: Character and SkillsOver the years, there has been a greater focus on what makes for good leadership as research results converge on the key traits, attributes, and prerequisites of effective leaders. At the same time, there has been a shared recognition that effective leadership combines elements of both art and science. The science derives from a process of identifying required leadership skills and building educational programs to promote those skills. The art of leadership derives from certain apparently innate attributes or traits such as perseverance or conviction. For leaders to be truly effective, they must have not just skills (competencies) or traits (characteristics), but both.2The study of military leadership has itself a lengthy history. Among its recurring themes is, "big man theory," according to which there are certain individuals just born to be military leaders, from Alexander the Great to Napoleon to George Patton. When it comes to the nature of military leadership in today's national security environment, there are several traits that appear to be universally essential. Among them are the propensity to make good decisions quickly, the capacity to act with conviction, and the ability to take a position, be it of policy or strategy, and compel it on others.3 Each of these characteristics is distinctive, but in the conduct of leading others they are not simply complementary but synergistic as well.Making Decisions QuicklyBattles may be won or lost at a moment's notice. When the circumstances arrive to attack (or retreat), an effective military leader must not delay but decide on a course of action and begin to implement it. If there is one trait that can undermine one's regard for a military leader, it is the inability to make a timely decision and then act quickly on the basis of that decision. Some of the explanations for why the U.S. Civil War lasted so long point to the indecisiveness of General George McClellan and his hesitation to take action against the Army of Northern Virginia despite the disproportionate power of the Union Army.Acting with ConvictionDecisions facing military leaders at the strategic, operational, or tactical level often have clear and direct implications for the health and well being of those under their command. One of the simple definitions of a leader is someone who has followers. Followers engage with leaders who are able to communicate the correctness of their decisions, and thus evoke within followers the strong sense or faith that the right course of action is being taken.4 A commander who is unable to demonstrate or show conviction is less apt to have followers who implement their orders with zeal, especially if their lives depend on the outcome. When General Robert E. Lee ordered the charge of Pickett's brigade up Cemetery Ridge at the battle of Gettysburg in 1863, he demonstrated conviction that the direct attack would break the Union line. …

The Asian Development Bank and the Global Financial Crisis: Asian Global Leadership, 2008-2012

Abstract: This is the third of three linked working papers which analyse the discourse produced by the Asian Development Bank, principally in successive Asian Development Outlooks, from 1996-7 onwards. Very extensive use is made of direct quotation, in order to provide substantial illustration of the analysis offered. The papers will serve as a point of reference for more synthetic analysis to be developed elsewhere. It may be, too, that they will serve a purpose to other researchers interested in the arguments developed by the Bank over the period. An identical common introduction, setting out briefly the analytical framework adopted, appears in each of the three papers. It situates the analysis in a classical Marxist framework which interprets the production of discourse and ideas in their material context, presenting the ADB as a representative of 'Asian capital in general', committed to the development of capitalism on a global scale, and adapting its discourse from moment to moment in accordance with the changing material context – in the global economy, and in Asia. This third paper covers the period from 2008 to 2012. At its centre is the 'global financial crisis' and the Bank's reaction to it. It is argued that, as with the earlier Asian financial crisis, while the Bank did not predict the crisis, it responded to it quickly by adapting in its discourse in order to orient Asian governments towards a new phase of the long-term objective of successful integration into the global capitalist economy. Retaining its fundamental commitment to further the development of the world market, and to transform state-society relations and social relations of production across Asia, it now switched its focus from external to internal drivers of change, and advocated an Asian-centred leadership of global capitalist development centred on regional integration and South-South cooperation.

Cultivating a sense of global leadership and global experience among graduate students using the internal education system of a global enterprise

Abstract: The Center for Innovation in Engineering Education at the University of Tokyo and Cisco Systems G.K. cooperatively worked to cultivate a sense of global leadership and experience at a global enterprise by providing lectures and practical sessions for graduate students of the University of Tokyo. For these students, it was beneficial to experience global business education at the global enterprise without spending much time on traveling. For the enterprise, it is also beneficial to have a chance to examine if their education system would work for the domestic university students.