Topic
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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TL;DR: In this article, the authors examined the energy block of the Russian S&T Foresight 2030, developed by experts in 2011-2013 and approved by the Prime minister in January 2014.
27 citations
21 Jul 2017
TL;DR: The authors developed a theoretically grounded process model of global leadership competency development that addresses the dynamics involved in the adoption and enhancement of intercultural competencies associated with global leadership, and discussed the implications of the model for future research and practice.
Abstract: The process of global leadership development remains a challenging theoretical problem in the field of global leadership. To help address this issue, we develop a theoretically grounded process model of global leadership competency development that addresses the dynamics involved in the adoption and enhancement of intercultural competencies associated with global leadership. We do this by integrating theoretical constructs associated with competency development from the adult learning and development, cognitive-behavior therapy, global leadership development, leadership development, organizational development, and social learning theory literatures. The resulting model includes testable propositions – a critical feature that existing global leadership development process models currently lack. Our chapter concludes with a discussion of the implications of the model for future research and practice.
27 citations
22 Jun 2001
TL;DR: Hay and McBer as discussed by the authors stated that it has become impossible for any one individual to know everything that needs to be known about all the changes in market conditions, products, manufacturing, and distribution for each country or region.
Abstract: “It has become impossible for me — or for any one individual — to know everything that needs to be known about all the changes in market conditions, products, manufacturing, and distribution for each country or region. So, in the final analysis, you have to find the right people for the right problems — and then trust them to take the right actions.” Interview quote from Hay/McBer International CEO Leadership study (McBer & Company, 1995).
27 citations
07 May 2013
TL;DR: Alcatel as discussed by the authors went on a merger and buying spree such that in a very short amount of time it had 200 operations in France and over 700 in the rest of the world, representing a huge increase in the number of its operations.
Abstract: In the early to mid-1990s, Alcatel, a French telecommunications giant, went on a merger
and buying spree such that in a very short amount of time it had 200 operations in France
itself and over 700 in the rest of the world, representing a huge increase in the number of
its operations. These mergers with, and acquisitions of, foreign operations created
significant management challenges for Alcatel. The telecommunications giant was
struggling with the immediate issues of determining what to standardize and what to
localize. It needed to build a common corporate culture yet allow decentralization as
appropriate. It needed to understand how to manage foreign units that wanted greater
independence yet also encourage cross-unit collaboration in order to leverage experience
economies among its vast domestic and foreign operations. To manage such an operation,
Alcatel needed a new management mentality, one that would reflect a keener
understanding of countries – their cultures, politics, economics; of the individual
operations it had acquired – their history, their organizational cultures, their distinctive
competencies; and of management and organizational principles – balancing the needs of
local independence and system interdependence.
27 citations
Posted Content•
TL;DR: A good number of the newly independent African states were at comparable levels of socioeconomic development as their East Asian counterparts, for example Ghana had the same per-capita income as South Korea, and Nigeria as Malaysia's.
Abstract: A good number of the newly independent African states were at comparable levels of socio-economic development as their East Asian counterparts, for example Ghana had the same per-capita income as South Korea, and Nigeria as Malaysia's (World Bank, 2010b). However, a great divergence developed between the two regions despite a strong run of socioeconomic development in Africa during the first decade of independence. Various explanations have been put forth to explain Africa's stagnation and its diversion from other regions of the World. While providing arguments as to why this divergence happened, we provide evidence against this pessimistic history of Africa's development, and point out to the notable progress and emergence of areas where Africa is exhibiting leadership; making it a force for change and transformation in the coming years.
27 citations