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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 2015
TL;DR: In this paper, the authors focus on developing a leadership paradigm that can be effectively leveraged by the entire company and considers diverse or "non-western" styles of leadership, and ensure that the leadership paradigm is fully aligned with other internal HR processes, the firm's overall strategy and goals, and the type of culture the firm values.
Abstract: Excerpt] As US-based companies continue to expand internationally, it is critical that the HR function plays a major role in developing a leadership paradigm that can be effectively leveraged by the entire company and considers diverse or “non-western” styles of leadership. HR must be mindful of three key considerations when establishing this leadership paradigm. First, they should aim to create a standardized model of leadership across all regions the company operates within. Second, and just as importantly, the model must be flexible enough to allow leaders in different regions to make adjustments based on cultural differences, different regulatory and economic environments, available talent, and other factors that may influence the way business is conducted in that region. Finally, HR must ensure that the leadership paradigm is fully aligned with other internal HR processes, the firm’s overall strategy and goals, and the type of culture the firm values. Establishing a global leadership paradigm for expanding firms is a complex issue. HR professionals have the opportunity to add value by giving their companies a competitive advantage through global leadership, an increasingly critical element of success for expanding multinationals.

1 citations

Journal ArticleDOI
18 Jun 2013
TL;DR: In this paper, the role of global leadership development programs may have on both social networks and knowledge sharing in multinational enterprises (MNEs) using social capital theory, and the authors examined the impact of LEAD on knowledge sharing and found that participation in LEAD had no positive effect on knowledge-sharing.
Abstract: Taking as its starting point the significance of social networks for knowledge sharing in multinational enterprises (MNEs), this paper has a particular focus on the role global leadership development programs may have on both social networks and knowledge sharing in MNEs The concept of social networks is developed using social capital theory Our data is derived from Norfert, a Scandinavian MNE, which in 2007 introduced its first such program, «LEAD» In order to examine the impact of LEAD we deploy a mixed-methods approach Contrary to our theoretically driven assumption the longitudinal quantitative data suggest that participation in LEAD had a no positive effect on knowledge sharing We therefore employed qualitative data in order to explain this finding, which we did in terms of the particular cultural and organizational context in which LEAD was created

1 citations

25 Aug 2014
TL;DR: This article found that the exercise of follower-oriented behaviors manifested through servant and transformational leadership dimensions coupled with global mindset orientation had an important effect on the engagement levels of nonprofit volunteers and employees.
Abstract: This study surveyed 136 employees and volunteers from 21 nonprofit organizations in Southern California to assess the interaction of global mindset and leadership characteristics on workforce engagement. Global mindset refers to the capacity of being culturally aware, keeping an open mind toward ethnic differences, trends, and markets, while having the ability to observe cross-cultural commonalities. The study revealed that the exercise of follower-oriented behaviors manifested through servant and transformational leadership dimensions coupled with global mindset orientation had an important effect on the engagement levels of nonprofit volunteers and employees. Although we hypothesized that both follower-oriented dimensions would have a statistically significant positive mediational effect on workforce engagement in nonprofit organizations, our findings showed that the transformational leadership dimension actually had a suppressing effect on global mindset. This might be due to the universal applicability ascribed to transformational leadership (Bass 1997), which might have offset the potential additional effects of global mindset. On the other hand, the significant mediational positive effect of the servant dimensions led to reinforce Patterson, Dannhauser, and Stone’s argument (2007) about the merits of leadership based on global mindset and servant characteristics, such as altruism and humility, in order to increase workforce engagement among volunteers and employees in local nonprofit organizations.

1 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202330
202242
202183
2020108
201983
201889