Global Leadership

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

Getting more than you Expect: Global Leader Initiative to Span Structural Holes and Reputational Effectiveness

Abstract: In this chapter, we draw on social capital and role theories to develop a theoretical model of global leader initiative and reputational effectiveness in spanning structural holes. We define global leaders as those assigned to work locations outside the borders of their home country. Global leaders (by virtue of their global work assignments) occupy structural holes that span geographical boundaries. By definition, this position provides them with special opportunities to use their social capital to span these structural holes. Our model aims to make two key contributions. First, we focus on firm and individual factors that influence the extent to which global leaders proactively use their social capital. Second, we address local, corporate, and personal factors that influence the relationship between spanning behavior and reputational effectiveness. We discuss research implications for testing our propositions and practical implications for applying the model to work organizations, with an emphasis on the benefits of more effectively leveraging the social capital of global leaders.

In search of global leaders.

Abstract: For all the talk about global organizations and executives, there's no definitive answer to the question of what we really mean by "global." A presence in multiple countries? Cultural adaptability? A multilingual top team? We asked four CEOs and the head of an international recruiting agency--HSBC's Stephen Green, Schering-Plough's Fred Hassan, GE's Jeffrey-lmmelt, Flextronics's Michael Marks, and Egon Zehnder's Daniel Meiland--to tell us what they think. They share some common ground. They all agree, for example, that the shift from a local to a global marketplace is irreversible and gaining momentum. "We're losing sight of the reality of globalization. But we should pay attention, because national barriers are quickly coming down", Daniel Meiland says. "If you look ahead five or ten years, the people with the top jobs in large corporations ... will be those who have lived in several cultures and who can converse in at least two languages." But the CEOs also disagree on many issues--on the importance of overseas assignments, for instance, and on the degree to which you need to adhere to local cultural norms. Some believe strongly that the global leader should, as a prerequisite to the job, live and work in other countries. As Stephen Green put it, "If you look at the executives currently running [HSBC's] largest businesses, all of them have worked in more than one, and nearly all in more than two, major country markets." Others downplay the importance of overseas assignments. "Putting people in foreign settings doesn't automatically imbue new attitudes, and it is attitudes rather than experiences that make a culture global," says Fred Hassan. The executives' essays capture views that are as diverse and multidimensional as the companies they lead.

Social Media Champions — Drivers and Sophistication Process of Social Media Strategic Management

Abstract: Originality/value of chapter This chapter analyzes companies from various industries which are considered successful in social media strategic management. It creates a model which is applicable in various industries. It provides also insights into social media strategies from the research among social media global leaders.

Leading Change in Multiple Contexts: Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings

Abstract: Acknowledgments Introduction The St. Luke Penny Savings Bank: A Change Vignette Purpose, Concepts, and Practices PART I. CONCEPTUAL PERSPECTIVES ON LEADING CHANGE Introduction Ch 1. Causality, Change, and Leadership by Gill Robinson Hickman and Richard A. Couto Barbara Rose Johns Analytical Elements Conclusion PART II. LEADING ORGANIZATIONAL CHANGE Introduction The Environment of Organizational Change Purpose of Organizational Change Change Vignette: Technology Solutions Turns Disaster Into Dividends Ch 2. Concepts of Organizational Change What Kind of Organizational Change Do We Want or Need? Conclusion Ch 3. Concepts of Leadership in Organizational Change What Type of Leadership Do We Want or Need to Accomplish Change? Conclusion Ch 4. Organizational Change Practices Which Practices Do We Employ To Implement Change? Conclusion Applications and Reflections PART III. LEADING COMMUNITIY AND ORGANIZATIONAL CHANGE Ch 5. Community Change Context by Richard A. Couto, Sarah Hippensteel and Marti Goetz Introduction Purpose of Community Change Change Vignette: Citizens for the Responsible Destruction of Chemical Weapons Concepts of Change Concepts of Leadership Change Practices Conclusion Application and Reflection Ch 6. Crossing Organizational and Community Contexts Introduction Change Vignette: Microcredit to Rural Women Concepts of Change Across Organizational and Community Contexts Concepts of Leadership Across Organizational and Community Contexts Change Practices Across Organizational and Community Contexts Conclusion PART IV. LEADING POLITICAL AND SOCIAL CHANGE Ch 7. Political Change Context by Richard A. Couto Introduction Purpose of Political Change Change Vignette: Extraordinary Rendition Concepts of Political Change Concepts of Political Leadership Change Practices Conclusion Application and Reflection Ch 8. Social Change Context Introduction The Purpose of Social Change Change Vignette: OASIS: An Initiative in the Mental Health Consumer Movement Concepts of Social Change Concepts of Social Change Leadership Social Change Practices Conclusion Application and Reflection Ch 9. Crossing Political and Social Contexts Introduction Vignette: The Sikh Coalition Concepts of Political and Social Change Concepts of Political and Social Leadership Change Practices Across Political and Social Contexts Conclusion PART V. LEADING GLOBAL CHANGE Ch 10. Global Change Context by Rebecca Todd Peters and Gill Robinson Hickman Introduction Purpose of Global Change Change Vignette: Chad-Cameroon Pipeline Concepts of Global Change Concepts of Global Leadership Global Change Practices Conclusion Application and Reflection Ch 11. Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations Introduction Change Vignette: Is Global Civil Society a Good Thing? Concepts of Virtual Change Concepts of Virtual Leadership Virtual Change Practices Conclusion Conclusion: Connecting Concepts and Practices in Multiple Contexts Epilogue: Leading Intellectual Change: The Power of Ideas by James MacGregor Burns Index About the Author About the Contributors

The political role of corporate human resource management in strategic global leadership development

Abstract: The main purpose of this paper is to examine how firm reputation and competitiveness are influenced by the political skill of the corporate human resource management (HRM). Various venues of influence of corporate HRM on strategic global leadership development are analyzed to develop a model explaining how the level of HRM political skill affects the extent to which leadership development capital is mapped onto the intellectual capital base and reputation of the organization. We discuss how social effectiveness in the use of influence by corporate HRM might add value to the global organization by enabling the formation and deployment of global leadership capital. We further delve into the political component of leadership development capital architecture to outline the research and practical implications of the proposed model and suggest future research directions.