Global Leadership

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

What Makes Huawei So Successful Today: From the Perspective of Global Leadership

Abstract: Copyright © 2020 Feng Bo doi: 10.18282/l-e.v9i4.1703 This is an open-access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (http://creativecommons.org/licenses/by-nc/4.0/), which permits unrestricted non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited. What Makes Huawei So Successful Today: From the Perspective of Global Leadership

A New Ideal Leadership Profile for Romania

Abstract: The GLOBE project—Global Leadership and Organizational Behaviours Effectiveness — (House et al., 2004), is based at Wharton Business School in the United States. The project comprised 170 researchers in 62 soci-eties, and ran over an 11-year period. The project’s objective was to determine the extent to which the practices and values of business leadership are universal, and the extent to which they are specific to just a few societies. In this chapter, GLOBE project data is used to examine the relationship between ethical issues and the characteristics of the ideal leader as identified by Romanian middle managers. The study aims to elucidate the cross-cultural management issues that may arise for foreign companies doing business in Romania or with Romanian businesses, particularly as regards ethical behaviours. First, we discuss Romania’s ideal leadership profile in practice (as it is), then at value level (as it should be). Secondly, we analyse the GLOBE results in relation to the desired profile of the ideal leader. Finally, we discuss our findings, and formulate some conclusions and recommendations for international managers working in Romania.

Policy Instruments for Sustainable Consumption: A Comparison of United Kingdom and Australian Initiatives

Abstract: At the 1992 Earth Summit, countries identified sustainable consumption and production (SCP) as a core part of the sustainable development agenda. International negotiations on appropriate policies and programs since then culminated in agreement at the 2012 RIO+20 Conference on a ten-year framework of programs. Despite a collective commitment to SCP at the UN, analysts report only limited national progress to date. In this paper, I set out a framework of policy instruments available to governments to implement an SCP agenda. I then compare progress on national implementation in the United Kingdom (a global leader) and Australia (a global laggard). I conclude that the UK claim to leadership may be overstated because, while it has established a formal SCP program unlike Australia, the policy mix in both countries is quite similar.

Nursing leadership has become a major theme of discussions in many countries. The phenomenon is also present in nursing as the profession is redesigning and reinventing itself in all domains of practice. This paper discusses the development of global nursing leaders through doctoral education in the context of 21

Abstract: st century realities. Next, two meanings of global leadership of nursing are reviewed. Finally, doctoral education is focused by looking at worldviews and the challenges ahead in preparing global nursing leaders for the 21 st century.

Using the Worldly Leadership Lens to Approach the Task of Developing Women Leaders

Abstract: The rapid expansion of globalization in all types of businesses and organizations has forced researchers and practitioners to consider new paradigms of leadership (Robinson & Harvey, 2008). In fact, Muczyk and Holt (2008) reported that 85 per cent of Fortune 500 executives say that their firms do not currently have enough competent individuals to lead effectively in the present global environment. Many authors (e.g. Livers, 2007) agree that leading globally requires a fundamental shift in terms of thinking and behaving, but to date most researchers and practitioners have focused only on understanding and developing clearly defined skill sets or competency-based frameworks on which to base their leadership development strategies, programmes and initiatives (Byrne & Rees, 2006; Kowske & Anthony, 2007; Noel & Dotlich, 2008; Tubbs & Schulz, 2006). A compelling question arises: Will present strategies be enough to develop new leaders with the knowledge, skills and abilities needed for this dynamic, complex and challenging environment?