Global Leadership

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

Future Global Leadership and Gender Issues: An Exploration

Abstract: EXECUTIVE SUMMARY This paper contributes to literature on global leadership and women in the context of mid-size businesses where a paucity of literature exists. Undergraduate and graduate students were asked to rank order three candidates for a leadership position in either a domestic or global organization to determine whether a female applicant is more likely to be selected to lead a mid-size global company while a male applicant is more likely to be selected to lead a mid-size domestic company. Although some support was found for the study's hypotheses, results differed based on participant characteristics. Implications of the findings are discussed. Keywords: Globalization, Leadership, Global business, Gender discrimination, Leader selection, Women leaders INTRODUCTION The future of business will be increasingly more globalized and multinational. Regardless of the national emphasis of its business model (i.e., domestic or foreign), every enterprise will be affected by globalization either directly or indirectly. At the same time, increasing diversity among subordinates and followers is necessitating that all leaders consider perspectives of peoples with backgrounds unlike their own (Eagly & Chin, 2010). This evolution in the world of commerce calls for a deeper understanding and closer analysis of effective leadership. A few scholars have identified the greatest challenges facing today's leaders as cultural gaps, lack of trust in each other, failure to value each other's skills, and ineffective communication due to increased diversity in cultural, professional, and organizational background (e.g., see Goldsmith & Marshall, 2007). Tomorrow's global leaders will encounter an environment that is constantly changing, replete with uncertainty and ambiguity, and increasingly complex - with greater cultural diversity and technological advancements (Hoppe, 2007). While the dominance of white males in leadership positions is still unquestionable, the growing representation of women and racial and ethnic minorities at the upper levels of organizations cannot be disputed. Women now occupy 49.1 percent of employment in the United States (Rampell, 2009). Among those jobs, women hold approximately half of all managerial and professional positions (U.S. Department of Labor, Women's Bureau, 2006, para. 12); however, only a handful of women make it to the topmost level, such as CEO. This phenomenon has posed great challenges for researchers trying to understand the barriers that face many women who pursue upper-level leadership positions. Most of these studies have had to rely on in-depth and qualitative interviews with the handful of successful women at the top of large business organizations (Cheung & Halpern, 2010). Moreover, a paucity of research exists in the context of leadership and gender for mid-size businesses in today's global environment; most leadership research focuses on either Fortune 500 companies (e.g., see the influential work performed by researchers at Catalyst, such as Soares, Carter, & Combopiano, 2009) or small entrepreneurial companies (e.g., see Langowitz & Minniti, 2007). This paper describes a study that uses experimental vignettes in an attempt to fill this gap. Specifically, it explores perceptions of students (future leaders of tomorrow) in selecting an appropriate leader from a pool of gender-diverse candidates for CEO positions of two mid-size businesses - one primarily domestic, one global. RESEARCH CONTEXT AND LITERATURE REVIEW Traditional and Global Leadership The skills needed for successful leadership in the future are fundamentally different from those traditionally thought of as necessary. As globalization becomes embedded at all levels of the economy and society in general, a number of studies have attempted to identify the competencies needed for successful global leadership (Rosener, 1990; Tubbs & Schulz, 2006; Lajtha & Carminati-Rabasse, 2008), which will require that we no longer think of the leader as an individual, but rather we think of leadership as a team process (Hoppe, 2007). …

Towards Developing Global Leadership

Abstract: Rapid global expansion, shifting business models, international mergers and acquisitions, and ever-changing technologies all hold great possibilities. But nowhere is the dearth of leadership felt more strongly than in those organisations that are expanding their global reach. Corporate leaders are confronting a serious need for new ways of thinking and leadership. This paper takes account of global leadership literature and presents the author’s viewpoint. It explores the fuzzy nature of global leadership challenges to this commonly supposed proposition as there is persistent concern about the lack of globally competent personnel because most organisations are not confident that they have the leadership to address current and future needs. What can they do to improve? Organisations need to refocus on improving their development efforts with clear emphasis on recognising the reality of the complex global environment and developing much needed global perspectives early on. The paper also presents some key learnings for India’s business leadership on readiness for faster global reach and leadership effectiveness focusing on methods of global leadership development as the actualisation of human potential, observation, and experience.

Value Change and Patterns of Development in the Rich Arab Countries

Abstract: This chapter starts from the assumption that even advanced and very internationally recognized Gulf studies do not deliver us any more systematic clues about the social value patterns, held by the publics at large in the region. First of all, we debate here the Gulf country implications of research in the context of the GLOBE Project at Simon Fraser University in Canada and its hypothesis about an “Arabic cluster” of business leadership culture. We then review the research by Geert Hofstede and associates, followed by our discussion of the Gulf country perspectives in the value research by Shalom Schwartz and Ronald F. Inglehart. We round up our theoretical surveys by a debate about the Islamicity Index, developed by the American researcher Hossein Askari. In our own empirical work, which attempts to answer questions left over from current approaches, we first present an Index of Civil Society and an Index of Religious Tolerance, comparing Gulf countries with all the countries of the world with comparable World Values Survey data. We then develop our own multivariate scales, based on a comprehensive promax factor analysis with World Values Survey data. Combining the World Values Survey data about the acceptancy of 1. The non-violent and law-abiding society 2. Democracy movement 3. Climate of personal non-violence 4. Trust in institutions 5. Happiness, good health 6. No redistributive religious fundamentalism 7. Accepting the market economy 8. Feminism 9. Involvement in politics 10. Optimism and engagement 11. No welfare mentality, acceptancy of the Calvinist work ethics in a parametric Index construction from factor analytical data, it emerges that Qatar performs relatively well in global society, while Kuwait and Bahrain are in the lowest third global performance “group.” It would be wrong to assume that there is an “Arabic Cluster” of human and social values. An analysis of the development patterns of rich Arab countries, compatible with the comparative analysis of societal values of this chapter, finalizes our essay and shows the relevance of overcoming still existing restrictive gender norms and attitudes favoring inequality.

Global Leadership Talk: Constructing Good Governance in Indonesia

Abstract: How do certain ideas and practices become socially valued in particular times and places? Why do we see some countries as having better governance or leadership than others? In Global Leadership Talk, Zane Goebel addresses these questions through a study of leadership language in the uniquely diverse post-colonial nation of Indonesia. This book examines global flows of ideologies about leadership and good governance, how these ideologies are localized in Indonesia, and how all of this related to changing political, bureaucratic, and market regimes in Indonesia between 1998 and 2004. Drawing on five months of fieldwork and a corpus of hundreds of online newspaper articles regarding the Indonesian bureaucracy, Goebel analyzes how leadership ideas expressed in the early twenty-first century have been re-used and redefined in the media-and most importantly, how and why these ideas were received and believed in local face-to-face talk in the Indonesian civil service. Deftly engaging with decades of theoretical innovation, from indexicality to enregisterment, from globalization to superdiversity, Goebel moves beyond his empirical analysis to argue for a new methodology that constantly moves between data from different times and places. Both concretely and conceptually, Goebel shows how communicative events are connected, how this impacts the gathering and interpretation of data, and how this approach is key for understanding the sociolinguistic complexity of today's world.

Setting the post-2015 development compass: voices from the ground

Abstract: In 2015 global leaders will take decisions affecting the lives of millions of people as they agree the framework to replace the Millennium Development Goals (MDGs). The MDGs have shaped development policy and political agendas for the last 12 years. Some of the issues they focused on have seen real improvements, from reducing the number of people living on very low incomes to increasing people’s access to medicines for HIV. Policy-makers have a responsibility to include those whose lives are most difficult and to make their interests a priority. The COMPASS 2015 research project was born out of CAFOD’s determination to ensure that the perspectives of those living in poverty are included in the post-2015 policy process. This in-depth participatory research is grounded in our partners’ work with people who are marginalised or living in poverty, having collected the views of 1,420 participants in 56 communities affected by poverty in four low and middle income countries (Bolivia, Philippines, Uganda and Zimbabwe). COMPASS 2015, as part of the global Participate initiative, explored people’s experience of change over the last 15 years.1 It aims to identify the priorities, challenges, visions and aspirations of poor or marginalised people. As the rate of global change accelerates, this report provides an updated understanding of people’s experiences of poverty and sheds light on how change happens. The fresh perspectives from participants offer unexpected insights and challenge assumptions about what policies work, and for whom. The research is unique because it combines a genuine participatory process with addressing key issues in the post-2015 policy discussion. This evidence complements quantitative studies by exploring in-depth the complex interconnections of different issues and processes that affect the poorest people, exploring how they are experienced in the daily lives of people in different contexts. In writing this report, the actual voices of the participants have been prioritised and celebrated, rather than combined to produce a single linear narrative. Its relevance for policy-making processes was planned from the start through using key questions developed by policy-makers as a foundation of discussion. The participatory nature of the research empowers participants to articulate the messages they want policymakers to hear.