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: A detailed analysis of the leadership findings from the seminal GLOBE Project for this region, plus the addition of the country Peru, was presented in this article, which indicated that there are region-wide as well as country-specific expected leadership behaviors.
23 citations
TL;DR: In this paper, the contingency approach of global leadership is used to examine empowerment in a cross-cultural context, and it is shown that effective empowerment is not so much a matter of degree -more or less delegation- than a matterof manner, which suggests that managers should adapt the way they empower their teams to the conditions and forms of delegation prevailing in local cultures.
23 citations
TL;DR: In this paper, the universality of transformational leadership with respect to employee perceptions and three outcomes: job satisfaction, self-rated health, and well-being was investigated among employees of different national and cultural backgrounds, yet within a shared national and sectorial setting.
Abstract: This study investigates the universality of transformational leadership with respect to employee perceptions and three outcomes: job satisfaction, self-rated health, and well-being. We do so among employees of different national and cultural backgrounds, yet within a shared national and sectorial setting. Our study has a repeated measures design based on survey data from 2,947 employees (2,836 natives Danes and 111 immigrants) in the Danish elder care sector. While we find no difference between native Danes and immigrants in their perception of transformational leadership, we find that transformational leadership is not a universal predictor of outcomes. Although transformational leadership predicts change in none of the outcomes for immigrants, it does predict change in job satisfaction and well-being for native Danes. Based on our findings, we suggest applying a combination of universalistic and contingency paradigms when leading composite employee groups.
23 citations
01 Jan 2014
TL;DR: In this paper, a new perspective from cognitive psychology was introduced to clarify the process of global mindset activation and why it is important for leaders to understand how different primes might activate the most appropriate mindset for a situation.
Abstract: Global mindset is an important theme in the international business strategy and organizational behavior literatures. However, these different paradigms define and operationalize global mindset in disparate ways, which creates problems for conducting empirical research as the disparity hampers the development of testable models. This article seeks to unify the different paradigms by introducing a third perspective from cognitive psychology that clarifies the process of mindset activation. We apply a process model of mindset activation to global mindset to build a theory of mindset switching relevant for global leaders. We operationalize global mindset as a dynamic process of mindset switching and suggest that the most appropriate mindset for a situation can be primed to activate. We also propose cosmopolitanism and cognitive complexity as antecedents to appropriate mindset activation and mindset switching. Finally, we suggest that mindset/situation congruence results in global leader creativity and boundary spanning. By applying the cognitive psychology literature to global mindset research, we clarify the process of global mindset and why it is important for leaders to understand how different primes might activate the most appropriate mindset. Our model provides a means for managers to become more cognitively aware of how they problem solve in a highly complex and multilayered world. This paper proposes a unique, dynamic model that captures dualities of global leadership. The model provides a new perspective of global mindset that is testable with existing measures and procedures.
23 citations
TL;DR: Gerald Bloom and colleagues argue that the G20 is uniquely placed to facilitate crucial actions to accelerate progress towards universal health coverage.
Abstract: Gerald Bloom and colleagues argue that the G20 is uniquely placed to facilitate crucial actions to accelerate progress towards universal health coverage
22 citations