Global Leadership

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

Global Mindset in Context: Middle Manager Microfoundations of Strategic Global Mindset

Abstract: This paper addresses the call for identification of organizational contingencies related to global mindset, exploration of different forms of global mindset and their relationship with global strat

Future of Leadership in Healthcare Business: A Global Perspective

Abstract: A major future challenge is combining forces between the current care offered by hospital-based global leadership (leadership needs a plan which is executable) and patient population needs. In this chapter, the need is specifically in regards to what leadership skills are valued to plan and execute the foundation of a surgical center that specializes in robot-assisted neurosurgery. This leads to a phronesic challenge whereby global leadership combines robotic practicality with the individual surgeon’s unique wisdom. The patient remains very real. Moving outside of availability heuristics, thanks to new money-saving technologies, overall patients’ treatment challenges will be assessed at the global leadership level using fundamental research and regression analysis.

Strengthening Responses to the HIV/AIDS Pandemic: An Internal Evaluation of the Caribbean Health Leadership Institute

Abstract: Background: Leadership development is a strategy for improving national responses to HIV/AIDS. The University of the West Indies offers the Caribbean Health Leadership Institute (CHLI) to enhance leaders' effectiveness and responses to HIV/AIDS through a cooperative agreement with the Centers for Disease Control and Prevention. CHLI enrolls leaders in annual cohorts numbering 20-40. Objectives: To examine how CHLI influenced graduates' self-understanding, skills, approaches, vision, commitments, courage, confidence, networks, and contributions to program, organizational, policy, and systems improvements. Methods: Web-based surveys and interviews of graduates. Results: CHLI increased graduates' self-understanding and skills and strengthened many graduates' vision, confidence, and commitments to improving systems. It helped graduates improve programs, policies, and systems by: motivating them and giving them ideas for changes to pursue, encouraging them to share their vision, deepening skills in areas such as systems thinking, policy advocacy, and communication, strengthening their inclusion of partners and team members, and influencing how they interacted with others. Training both HIV-focused and general health leaders can help both kinds of leaders foster improvements in HIV services and policies. Discussion: Learners greatly valued self-assessments, highly interactive sessions, and the opportunity to build a network of professional colleagues. Projects provided opportunities to address substantive issues and immediately apply learning to work. Leadership development evaluations in the United States have also emphasized the complementary benefits of assessment and feedback, skills development, and network development. Global leadership programs should find ways to combine these components in both traditional face-to-face and distance-learning contexts.

Understanding Global Leadership in Eastern and Central Europe: The Impacts of Culture and Intercultural Competence

Abstract: In this chapter, we attempt to establish global leadership broadly and intercultural competence specifically as constructs of leadership that are essential in the global context and accessible and applicable within the Eastern and Central European context. We examine several international studies of global leadership and cultural differences and highlight the patterns of culturally bounded values and behaviours that can be found in Eastern and Central Europe. We also explore the dimension of intercultural competence, its development, and share two case studies where intercultural competence was either enacted or needed in an Eastern or Central European context. Finally, we share different frames that can and/or have been employed to examine glonal leadership in Eastern or Central Europe. By looking at the cultural differences that have been uncovered in the region and the concept of intercultural competence as foundational to success, we can see that leaders aspiring to global leadership work in this region can find the dimensions of global leadership that will support their goals. The development of intercultural competence specifically and global leadership acumen broadly can be a topic for a different chapter in a different volume.

An exploration of two perspectives on global leadership and the potential consequences for global leadership development

Abstract: The paper explores two logics of global leadership; the logic of instrumentality and the logic of appropriateness. These two logics and their relation to multinational enterprises are traced in organizational theory and in global leadership theory and the consequences of the two logics for the design of global leadership development programs are explored . It is argued that applying a logic of instrumentality uncritically to global leadership in multinational enterprises is potentially frau ght with great risk given the d iversity and complexity of MNEs and their environments. It is suggested that a logic of appropriateness in global leadership and in global leadership development programs constitutes a viable, suitable and complementary alternative. What is referred to as a mixed service logic of global leadership development programs involves exploration and reflection concerning the particular contexts in which global leadership processes and exemplifies a logic of appropriateness in global leadership and global leadership development.