Global Leadership

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

Conceptions of Global Leadership for Contextually Intelligent, Innovatively Adaptive Political Leaders

Abstract: In this chapter, we explore some dimensions of ‘good’ adaptive and innovative global political leadership. Leadership studies – whether in the context of small groups, nations, or the international and global system as a whole – are either descriptive-explanatory, normative-prescriptive, or both. These studies use a variety of theoretical and methodological approaches. Some studies are primarily descriptive-explanatory studies, for example, and analyse performance and leadership (Bass 1985), women and leadership (Rosner 1990) and regimes, crises and leadership (Hermann and Kegley 1995; Keller 2005). Other studies are primarily normative-prescriptive, on the other hand, and examine theories such as Burns’s theory of transformational leadership (1978; 2003), and Sheffer’s theory of innovative leadership in international politics (1993). In fact, in most of the cases, investigators engage in both descriptive-explanatory and normative-prescriptive analysis, though there is a clear emphasis in one direction or the other (gergen 2000; Kellerman and Rhode 2007; Nye 2008). despite bureaucrats, technocrats, theocrats, and economic and other structuralist determinists – all of whom reject the centrality of human social leadership – leadership is a significant research programme in international relations, global politics, business, the military, religious and educational institutions, and in society in general. Leadership studies are valuable because leadership is a universal phenomenon (trans-historical and trans-cultural – Rejai and Phillips 2002): all humans are engaged at different times and in diverse manners in a variety of roles characteristic of either leadership orfollowership, whether in politics or in other social spheres at the local and/or global level (Bass 1990).

Cultural attributes of russian management

Abstract: The paper displays the cultural profile of the Russian management and explores the different roles of factors linked to the history of Russia and current transition to market and democracy. It further develops interpretation of empirical data collected through the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research project. The survey of managers of multinational companies doing business in Russia tests the cultural profile of the Russian management and confirms the behavioral advantages (visible In-group and Institutional Collectivism) and disadvantages (low Uncertainty Avoidance and Assertiveness) of this culture.

Smart Globalization: Designing Global Strategies, Creating Global Networks

Abstract: Introduction (Anil K. Gupta and D. Eleanor Westney, Editors). PART ONE: DESIGNING GLOBAL STRATEGIES. 1. Designing Global Strategies: Comparative and Competitive Value-Added Chains (Bruce Kogut). The key to developing a global strategy is identifying the activities of the value chain that give the company its distinctive competitive advantage and then using the differences in comparative advantage across locations to enhance that advantage. 2. Global Strategy ... in a World of Nations? (George S. Yip). Competitive advantage comes not just from expanding into many locations but also from integrating across locations however, the pay-off from cross-border integration can vary across industries, depending on the strength of the various drivers of globalization. 3. Lean Production in an International Supply Chain (David L. Levy). Combining global sourcing with a lean production strategy requires managers to focus attention on certain elements of lean production, such as design-for-manufacture and strong quality efforts, while relaxing other practices, such as zero inventory. 4. Prepare Your Company for Global Pricing (Das Narayandas, John A. Quelch, and Gordon Swartz). In order to create value from global pricing contracts, suppliers need to proactively understand the potential benefits and the potential risks for their customers as well as for themselves. 5. New Strategies in Emerging Markets (David J. Arnold and John A. Quelch). Local knowledge is particularly crucial in emerging markets where such knowledge can help the global firm not only in penetrating these markets but also in capitalizing on opportunities for innovation and reverse learning. 6. Global Sustainability and the Creative Destruction of Industries (Stuart L. Hart and Mark B. Milstein). Building global advantage while pursuing sustainable development requires the development of different strategies for the three different types of markets: developed economies, emerging market economies, and survival economies. PART TWO: BUILDING AND MANAGING THE GLOBAL NETWORK. 7. Managing Across Borders: New Organizational Responses (Christopher A. Bartlett and Sumantra Ghoshal). Corporate headquarters can no longer control all interactions in a hub-and-spoke mode but must move toward systems that coordinate cross-unit networks and that elicit the cooperation of subsidiary managers-rather than ordering it. 8. Making Global Strategies Work (W. Chan Kim and Renee A. Mauborgne). Due process in global strategic decision-making can ensure that subsidiary managers are more likely not only to comply but also to follow through on both the spirit and the letter of decisions. 9. Subsidiary Initiatives to Develop New Markets (Julian M. Birkinshaw and Joseph N. Fry). In order for a multinational company to realize the potential for innovation embedded in its internal dispersion and diversity, corporate headquarters must encourage subsidiary managers to be entrepreneurial. 10. Building an Effective Global Business Team (Vijay Govindarajan and Anil K. Gupta). Networks across subsidiaries are often built and managed through global business teams. Building and managing such teams involves three key challenges: defining the team charter, choosing team members, and managing the team process. 11. Negotiating with "Romans" (Stephen E. Weiss). The choice of a negotiation strategy should depend not just on the identity of the negotiator and the counterparts from the other culture but also on mutual familiarity. A spirit of continuous learning-about oneself and others-is central to cultivating cross-cultural negotiating expertise. 12. Developing Leaders for the Global Frontier (Hal B. Gregersen, Allen J. Morrison, and J. Stewart Black) Global leaders are both born and made. The four personal characteristics of effective global leaders are: unbridled inquisitiveness, personal character, duality, and business and organizational savvy. The Authors. Index.

Toward a Conceptual Model of Global Leadership

Abstract: In the globalized world, global organizations have to contend with global leaders, and no easy parallel can be found between domestic and global leaderships. Researchers have approached the construct of global leadership from different perspectives of cognitive complexity, competency, behavioral, human capital, personality process and global mindset. In relation to these perspectives and the contextual elements of global business environment, a model of global leadership is derived. The key content variables of global leadership are explained in the realms of cognitive complexity, emotional resilience, cultural intelligence, motivational processes and related facets which interact with the global business environment.

Going Farther by Going Together: Building Partner Capacity in Africa

Abstract: : Building partner capacity is an essential military mission and an important component of the US Government s approach to preventing and responding to crisis, conflict, and instability Demanding fiscal realities, the end of the Iraq War, the unfolding transition in Afghanistan, and a renewed focus on enduring interests in Asia and the Middle East are increasing the importance of burden-sharing Secretary of Defense Leon Panetta s January 2012 strategic guidance, Sustaining US Global Leadership: Priorities for 21st Century Defense, was clear on this point Recognizing that building partnership capacity remains important for sharing the costs and responsibilities of global leadership with states that value freedom, stability and prosperity, Secretary Panetta directed that whenever possible, we will develop innovative, low-cost, and small footprint approaches to achieve our security objectives, relying on exercises, rotational presence, and advisory capabilities Some may argue that changes in the strategic environment diminish the value of building partner capacity as a component of our nation s overall defense strategy It makes more sense, they say, to dedicate those scarce resources toward improving our own capabilities than to improve those of other partners We disagree Building the capacity of our willing and important partners is not a strategic indulgence but rather an enduring strategic imperative We believe that a small investment now that enables our partners to address an emerging challenge is a bargain This is exactly US Africa Command s (USAFRICOM s) approach to the complex security challenges in its area of responsibility (AOR)