Global Leadership

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

Evaluating the influence of different levels of multicultural interactions, in a work and social context, on perceptions of outstanding leader attributes

Abstract: i ACKNOWLEDGEMENTS iv TABLE OF FIGURES ix LIST OF TABLES x 1 PROBLEM FORMULATION 1 1.1.1 Research Title 1 1.1.2 The requirement for Global Leader competence 1 1.1.3 Managing Diversity in the workplace as a norm rather than an exception ... 2 1.3.1 Current research 4 1.3.2 Implications for South Africa 5 1.3.3 Academic case for the study 6 2 THEORY AND LITERATURE REVIEW 8 2.1.1 Leadership styles and the influence of Culture 8 2.2.1 Global Leader: Definition 12 2.2.2 Global leader competencies for success 13 2.2.3 Developing the Global Leader 15 2.4.1 International work experience 20 2.4.2 Diversity management in the workplace 21 1.

America's Cultural Awakening

Abstract: : Although the collapse of the Soviet Union elevated the United States to a hyper superpower status, globalization in terms of modernity, economics, security, and culture would dramatically affect its ascendancy. While globalization extended the reach of modernity and economics, it also fueled an insidious radical Islamic culture that would identify new security concerns extending beyond traditional boundaries. For a short moment America appeared able to implement foreign policy with little external influence. But the events of 9/11 and other acts of terror around the globe would reveal a geopolitical climate not easily overcome; and one impossible to overcome without a firm understanding of foreign cultures and languages. If America is to maintain its position of global leader well into the 21st century, the development of a national educational framework for understanding foreign cultures and languages is critical. This knowledge of culture and language will prove especially important in the development of U.S. foreign policy. Moreover, the military, and the Army in particular, must genuinely understand the cultures and languages of the places they are sent if they are to successfully carry out U.S. foreign policy.

Developing behavioural complexity among global leaders:an international, cross-continental study

Abstract: Research evidence exists which indicates that the degree to which managers can develop behavioural complexity is linked to more effective leadership and higher firm performance. Behavioural complexity relates to the capacity for managers or leaders to engage in a wide repertoire of behaviours which will enable them to both maintain continuity and lead change. This paper sets out to explore differences in behavioural complexity among managers across different international contexts and across genders. It examines managers’ perceptions of how they relate to people, manage processes, lead change and produce results (i.e. their behavioural complexity). The research forms part of a wider investigation into the impact of management education on individual and organisational outcomes. It draws on a survey of managers from three countries and a variety of organisational settings (N= 286). The findings show that there are differences in behavioural complexity both across genders and across international contexts. Specifically, it finds evidence to suggest that female managers adopt a stronger internal focus (i.e. on managing processes), compared to males who adopt a stronger external focus (e.g. on producing results). In addition, the findings indicate that scores along the ‘relating to people’ dimension are significantly lower among managers in the US, compared to the other managers in the sample.