Topic
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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01 Jan 2011
TL;DR: Gill and Gill as mentioned in this paper discussed the role of global leadership in the current global crisis and the challenges faced by the global leadership, and proposed a new paradigm for the search for new paradigms.
Abstract: Part I. Concepts of Global Leadership and Dominant Strategies: 1. Leaders and led in an era of global crises Stephen Gill 2. Leadership, neoliberal governance and global economic crisis: a Gramscian analysis Nicola Short 3. Private transnational governance and the crisis of global leadership A. Claire Cutler Part II. Changing Material Conditions of Existence and Global Leadership - Energy, Climate Change and Water: 4. The crisis of petro-market civilization - the past as prologue? Tim Di Muzio 5. Global climate change, human security, and the future of democracy Richard A. Falk 6. The emerging global freshwater crisis and the privatization of global leadership Hilal Elver Part III. Global Leadership Ethics, Crises and Subaltern Forces: 7. Global leadership, ethics and global health - the search for new paradigms Solomon R. Benatar 8. Global leadership and the Islamic world - crisis, contention and challenge Mustapha Kamal Pasha 9. Public and insurgent reason - adjudicatory leadership in a hyper-globalizing world Upendra Baxi Part IV. Prospects for Alternative Forms of Global Leadership: 10. Global democratization without hierarchy or leadership? The world social forum in the capitalist world Teivo Teivainen 11. After neoliberalism - left versus right projects of leadership in the global crisis Ingar Solty 12. Crises, social forces and the future of global governance - implications for progressive strategy Adam Harmes 13. Organic crisis, global leadership and progressive alternatives Stephen Gill.
79 citations
TL;DR: The Asian Infrastructure Investment Bank (AIIB) as discussed by the authors is a multilateral development bank that was created by the leaders of China and representatives of FIFTY-SIX nations to promote sustainable economic development, create wealth and improve infrastructure connectivity.
Abstract: ON 29 JUNE 2015, THE LEADERS OF CHINA AND REPRESENTATIVES OF FIFTY-SIX nations gathered in Beijing to sign the Memorandum of Understanding for the creation of the Asian Infrastructure Investment Bank (AIIB). According to its Articles of Agreement, the purpose of the bank is: first, to "foster sustainable economic development, create wealth and improve infrastructure connectivity in Asia by investing in infrastructure and other productive sectors"; and, second, "promote regional cooperation and partnership in addressing development challenges by working in close collaboration with other multilateral and bilateral development institutions." The creation of this new bank is the latest in a wave of new global initiatives that China has promoted, alongside the Group of 20 Leaders Summits (G-20); the internationalization of the renminbi (China's national currency); the New Development Bank (NDB) of the "BRICS" grouping (Brazil, Russia, India, China, and South Africa); and the Silk Road Economic Belt and Twenty-first Century Maritime Silk Road (One Belt & One Road). The AIIB will be headquartered in Beijing, with an initial capital stock of $100 billion. China is contributing the largest share for the new bank, by a large measure ($29.8 billion). According to its fifty-seven "founding members," the AIIB "grew from the recognition of the importance of infrastructure to the development of Asia, and the need for significant additional long-term financing" for infrastructure and development in the region and beyond the region. (1) The other motivation is that China and many developing countries have grown frustrated with what they perceive as the often slow and overly bureaucratic ways of the traditional lenders and their slow pace of representational and operational reform. (2) The fact that it has been a quarter-century since the last major multilateral development bank was created (the European Bank for Reconstruction and Development, founded in 1991), (3) and that the new bank is championed by China (and not by the traditional Western powers or Japan), signals a shift in the balance of world economic power. The lack of precedence of the People's Republic sitting at the center of the table, setting the agenda, defining priorities, and rethinking rules means that rules could emerge in the AIIB-funded projects that differ from those of the liberal international economic order. That a number of the allies of the United States, including Australia, South Korea, Britain, Germany, and France, decided to join the AIIB, even though the United States had discouraged them, suggests that geopolitical calculations among followers are also shifting. (4) Thus, People's Daily, the official newspaper of the Chinese Communist Party, observed wryly that "the expanding Asian Infrastructure Investment Bank shows China's growing global influence. AIIB is attracting international attention." (5) The points above suggest that the creation of the AIIB is an important development in global governance and reflects key shifts in the balance of world economic power. It further suggests that China has made the transition to global leadership, including building new multilateral organizations, after decades where it mainly learned the established norms. (6) In this essay, I examine whether and how the AIIB represents innovation in global governance. I further provide a critical appraisal of the prospects for the new China-backed multilateral bank. My main findings are that the AIIB reflects both continuities and innovations in global governance. So far, most of the innovations are in the governance structures of the bank and its overarching legal frameworks. What is significant about the AIIB's governance innovations is that they are aimed at unlocking the creative potential for the new bank to make breakthroughs in decisionmaking, management, and staffing, and, most importantly, in the lending practices and business models of the bank. …
79 citations
TL;DR: This article found that personal, psychological, and role complexity antecedents were related to the participants' level of global mindset, and the practical implications of these findings for effective international human resource management.
Abstract: The full force of globalization has hit today's organizations, and it is clear that there are many cultural and human problems. International human resource management (IHRM) is being asked to better understand and develop multinational organizational leaders to meet the challenges. A prominent solution that is receiving increased attention is the construct of global mindset, which has growing rhetoric but little research support. To help fill this need, after first theoretically framing global mindset as made up of one's cultural intelligence and global business orientation, this study identifies and empirically tests some theory-driven antecedents. Utilizing a diverse sample (N = 136) of global leaders of a well-known multinational, we found that personal, psychological, and role complexity antecedents were related to the participants' level of global mindset. The practical implications of these findings for effective international human resource management conclude the article. © 2013 Wiley Periodicals, Inc.
78 citations
78 citations
TL;DR: This article examined whether the content of organizationally-shared cognitive prototypes of effective leadership varies in predictable fashion according to the degree to which organizations are mechanistic or organic, and found that the organizationally shared prototypes of effectiveness varied, in some cases, based on the degree of mechanistic and organic organizational forms.
Abstract: This study examined whether the content of organizationally-shared cognitive prototypes of effective leadership varies in predictable fashion according to the degree to which organizations are mechanistic or organic. Data for this study come from the GLOBE Project [House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta V. (Eds.) (2004). Culture, leadership, and organizanizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage]. First, we identified several different styles of leadership, and tested whether there is within-organization consensus in the perceived effectiveness of these different styles of leadership (i.e., whether cognitive prototypes of effective leadership are shared within organizations). We then investigated whether the organizationally-shared perception of effective leadership was related to the degree to which organizational cultures were characterized as having mechanistic or organic policies and practices or shared values. Results indicated that the organizationally-shared prototypes of effective leadership varied, in some cases, based on the degree to which organizations reflected mechanistic or organic organizational forms. Implications regarding the linkages between organizational factors and prototypes of effective leadership are discussed.
77 citations