Global Leadership

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

A Systematic Review of Power in Global Leadership

Abstract: Despite its central role in the influence process, power has largely been overlooked by scholars seeking to understand global leaders' influence over their constituents. As a consequence, we currently have limited understanding of the varieties of power that global leaders hold, how power is exercised in global contexts, and what impact exercising power has in global organizations. The intended purpose of this chapter is to mobilize research on this important topic through systematic review. The review is organized around the following guiding questions: (i) how is power defined in global leadership research? (ii) what power bases do global leaders possess? (iii) how do global leaders exercise power? (iv) what factors influence global leaders' exercise of power? and (v) what are the outcomes of global leaders' exercise of power? Based on a synthesis of extant insights, this chapter develops a foundation for future research on power in global leadership by mapping critical knowledge gaps and outlining paths for further inquiry.

Leading the many, considering the few

Abstract: The global COVID-19 pandemic has changed the world we live in in the most invasive ways. Higher education institutions around the globe are faced with new emerging questions about successful leadership, particularly when it comes to the international campus population in times of crisis. Supported by Grounded Theory, this comparative case study illuminates how university presidents from five different countries are informed in their perceptions of the international students on their campuses during the COVID-19 crisis. The results of the study will produce policy implications informing how higher education leaders can navigate global crises while simultaneously best serving their international student populations.

Hidden Champions of the Czech Republic

Abstract: After a successful transition period, the Czech Republic aims at further transforming its economy, from being a cost-effective sub-contractor with a convenient location close to developed Western markets to increasing domestic value added in its exports. Some Czech companies have already managed to build and dominate market niches and have become local, regional, or even global leaders. This chapter contains case studies of four little known companies—Bioveta, Elko EP, Microrisc, and Phonexia—in the pharmaceutical, electronics, and IT sectors. They benefit not only from their innovative capacity, but also from their adaptability. They combine a high-level professional know-how with the ambitious vision of their leaders. Our four case studies provide evidence of gradual and ongoing structural changes in the Czech economy toward a more favorable position in the global value chain. At the same time, all four hidden champions highlight the long-term weaknesses of the Czech business environment, specifically in terms of regulation, infrastructure, and education system. These three domains need improvement for the economic transition in the Czech Republic to be successfully completed.

Conceptions of Leadership: U.S. and African Models

Abstract: Cultural understanding is a prerequisite for effective interoperability, the gold standard to which the U.S. military aspires as it operates alongside partner militaries. Unfortunately, our history reveals numerous instances where this standard was neglected, usually leading to frustration, lack of progress, and incomplete objectives. In Africa, a continent with over two thousand languages and three thousand ethnic groups, the cultural differences between the U.S. military and our African military partners can be particularly pronounced, resulting in insufficient plans to address U.S. and partner needs.1 For bilateral and multilateral events developed by the U.S. military, we must take into consideration our partners' specific conceptions of leadership and their force capabilities if the events are to be truly feasible, acceptable, and suitable for the participants.An academic research program known as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) program created a model that is employed by ethnographic researchers to study how leadership and cultural domains intersect across numerous distinct dimensions. Researchers using this model consider nine factors in their analysis: uncertainty avoidance, power distance, societal collectivism, in-group collectivism, gender egalitarianism, assertiveness, future orientation, performance orientation, and humane orientation.2This research model provides significant insight into why certain cultures conceive of leadership differently. For example, some cultures place a high value on "learning from mistakes" whereas others have a much more punitive mind-set with respect to errors.3 Other cultures place a high value on the immediate, whereas others consider a leader's near-term emphasis to be rash and impetuous. It is important to note these differences are more than just stylistic. Accounting for a partner nation's cultural outlook is fundamental to constructing effective theater security cooperation activities. To that end, some broad cultural leadership attributes should be accounted for based on existing research.Leader StylesOne important dimension of GLOBE research is centered on the prevailing leader styles in different cultures. Culled from a list of twenty-one leader attributes, the six leader styles include* charismatic/value-based style,* team-oriented style,* participative style,* humane style,* self-protective style, and* autonomous style.4When initiating fresh partnerships, it is helpful to conduct an initial comparison between the prevailing U.S. style and that of our African partners. It becomes apparent almost immediately that our approaches can differ widely. GLOBE research shows the charismatic style is most valued in the United States, with self-protective coming in last.5 Charismatic style, defined by outward passion, a guiding vision, and an inspirational demeanor, resonates in the U.S. military culture accustomed to a certain amount of command swagger.6 In contrast, a team-oriented approach, one predicated on loyalty and cooperation, is favored by black respondents in South Africa.7 Meanwhile, in Morocco, a participative style that pushes leaders down into the trenches with their team members is the favored approach.8In the aforementioned countries, these values represent the inherent understanding of how a leader behaves. As such, U.S. doctrinal and cultural models are often incorrect for developing African leaders of all echelons. African models must serve as the primary basis for African curriculum development, professionalization initiatives, and capability development efforts. By transplanting Western models onto African militaries, U.S. envoys risk a fundamental failure of recognizing the environment generating these leader models as well as the environment in which they will soon be required to operate. For U.S. military leaders and planners, these dynamics must also be examined on a personal level when considering how best to engage African leaders. …