Global Leadership

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

Global leadership - sustaining classic managerialism

Abstract: This chapter critically discusses the currently celebrated and seemingly successful trend of global leadership. We claim that part of the answer to why global leadership has become so successful lies in how it is framed and presented as an all-embracing and intuitively good discourse closely aligned with the traditional leader-centred view on leadership in general. While this makes the discourse of global leadership appealing and seductive it also maintains what the chapter suggests to be classic managerialism – emphasis on the manager as the central hub of which everything else in organizations revolves - inherent in much general leadership research. The chapter aims at problematizing this orientation and demystifying global leadership by conceptualizing much of it as an ideological project. In contrast to this the chapter offer a more practice-oriented view on global leadership that includes a much stronger focus on relations, interactions and processes. The latter also suggesting that leadership is a socially constructive influencing process involving meaning, ideas, values and feelings. (Less)

New Russian Government's Foreign Policy towards East Asia and the Pacific

Abstract: Russia's chairmanship of this year's Asia-Pacific Economic Cooperation forum has coincided with the shift of the world policy focus on that region. As a Euro-Pacific nation, Russia needs a sustainable presence in the Asia-Pacific region - a key part of the world in the 21st century. However, it is still early to say that Russian political leaders have a holistic view of the role of Russia in the Asia-Pacific region. Rather, the perception of the increasing importance of the Asia-Pacific sector of Russian foreign policy is a kind of puzzle, shaped by such components as a general understanding that the center of world economic power is shifting to the Asia-Pacific region, fears and hopes related to the rise of China, reliance on potential improvement of Russia-U.S. relations, the need to reduce tension on the Korean Peninsula as well as a number of other problems. At the same time Russia's "turn eastwards" will require resolute internal political action.Key Words: Russia's "Turn to the East", APEC, China-Russia Partnership, US-Russia Reset, North-Eastern Pacific Arc of Instability, ASEAN, Korean ReunificationIn 2012 Russia is chairing the Asia-Pacific Economic Cooperation forum for the first time and is receiving in Vladivostok the heads of the states and governments of the forum member countries. The Vladivostok Summit which was held in early September may be regarded as a milestone in Russian policy toward the AsiaPacific region. Remarkably, Russia's chairmanship of this year's Asia-Pacific Economic Cooperation forum has coincided with the shift of the world policy focus on that region. If the struggle for global leadership between the United States and China is to become the key factor in the transformation of the system of international relations, then the expanses of East Asia and the Pacific are bound to serve as the competition field. This is even more so since the center of gravity of world industrial and financial activity is moving from the Euro-Atlantic area to the Asia-Pacific region. A realignment of forces is afoot, and Russia is not taking an active part in it yet, reluctant to get involved in any politicaleconomic configuration prematurely. However, despite the growing tensions caused by this realignment, the Asia-Pacific region still remains a fairly stable and economically safe part of the world, and presence there is a basic condition for Russia's successful development in the 21st century.GUIDING VISION: RUSSIA AS A EURO-PACIFIC ?????At the conceptual level, in the post-Soviet era ideas on the development of the Asia-Pacific sector of foreign policy began to be actively expressed when the turbulent period of the 1990s came to an end and Russia was looking for a new place for itself in the post-bipolar world. In 2003, political scientist Dmitry Trenin of the Carnegie Moscow Center coined the term "Russia- EuroPacific power." Trenin's article.1 reflected the specific situation of the relations between Russia and the West in the period between September 11 and the beginning of the campaign against Saddam Hussein, when a qualitative breakthrough was expected in those relations, to be followed at least by sustainable partnership, if not genuine alliance. In the mentioned article Trenin pays tribute to the illusions about the possibility of Russia being admitted as an equal into the community of industrialized democracies. In fact, according to Trenin's logic, it appeared that Russia would make part in a new global North, which would also include the European Union, the U.S. and Japan. And the key to the emergence of this new configuration would be the formation of the RussianJapanese partnership in the region. Identifying itself as a EuroPacific nation, Russia was to make a choice in favor of one of the strategic partners in the Asia-Pacific region, whose role could be claimed by China or Japan. Trenin argued that China, despite the importance of Russia's relations with this country, cannot be considered a priority partner. …

Cultural Mythology and Global Leadership in Israel

Abstract: Israel is a country characterized as unique in many aspects, and while geographically located in the Middle East, its political, social and economical systems as well as the Jewish religion of the majority, and particularly its culture, differ substantially from its neighboring countries. These features and the scarcity of natural resources are reflected in the Israeli leadership style. The dominant national and managerial culture of Israel is close to that of Western societies (that is, the educational, political and legal systems, the welfare state, and the ethical values). With scarce natural resources, Israel looks for economic benefits from the human factor, and thus leadership plays a major role in Israeli society (Tzafrir et al., 2007). Israel has a legacy of a nation surrounded by enemies, which requires fighting against all its opponents in order to survive. One myth that helps in such endeavor and prevails from the Biblical times, throughout the life in the Diaspora, up to the establishment of the state of Israel and up to date, is being the few standing up against the many. A complementary theme, typically coupled with ‘the few against the many’ is that of being ‘the chosen people’. Again, deeply rooted in the Bible, this theme is concerned with determination and pride, serving as self-fulfilling prophecy in many struggles along the Jewish and Israeli history. The aim of this chapter is to present research and literature on both historical and empirical findings about leadership style and myth in Israel. Myths refer to people’s sacred stories about origins, deities, ancestors and heroes. Within a culture, myths serve as the divine charter, and myth and ritual are inextricably bounded (Schwartz, 2004: xliv). Myth does not need to be empirical history but a story that makes something psyche in our souls (Gabriel, 1991). Myths compel respect, not necessarily because they are true, but because they are needed. A myth that has survived has met legitimate needs in time and place. It reflects the way a particular individual or group of individ-

Positive psychological capital: a correlate of effective leadership

Abstract: The present research has examined the relationship between Positive Psychological Capital (Luthan’s Model), Leadership Behavior Model (Don Clark) and Leadership Behavior Description Questionnaire (adapted by J. William Pfeiffer and John E. Jones) on a sample of 105 students randomly selected amongst entrants/ students pursuing their PGDBM at a premier institute of Central India. These students were subjected to 4 measures of PPC including Optimism, Hope, Resiliency, and Self-efficacy/ confidence, 2 measures of Leadership Behavior Model of task oriented or people oriented and the same measures through Leadership Behavior Description Questionnaire, helping define an individual’s leadership style used and its effectiveness. The analysis of these measures reveal that the constructs of PPC and Leadership are significantly correlated suggesting that PsyCap can serve as an effective predictor of Effective Global leadership amongst MBA students. Implications of the findings would be discussed to promote development of Positive psychology amongst the future business leaders in India.