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Advances in Global Leadership, Volume 12 updates researchers and practitioners on the state of the field and ongoing research gaps. Part I presents new empirical studies; Part II features pioneering scholars and trainers in the Practitioner's Corner. Contributors range from well-known voices to newly minted scholars with fresh perspectives.
Advances in Global Leadership focuses on global leadership in relation to the Covid-19 pandemic, collecting insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field reflecting on nineteen different national responses to the global crisis.
Global leadership is an emerging field that seeks to understand and explain the impact of globalization processes on leadership. This is the first book to review the theoretical, empirical and conceptual literature on this important subject, and to analyze what this body of knowledge means for managers who lead in a global business context. Accessible to both student and practitioner alike, it explains how changes in the global context have created a demand for a distinctive set of qualities for effective leaders. This volume defines the skill set that global organizations are now looking for, highlighting the need to establish communities across diverse groups of stakeholders and initiate change as key aspects of global leadership. It also presents a critical analysis of the training and development of global leaders of the future. Global Leadership provides an important overview of a key emerging area within business and management. It is essential reading for students of leadership, organizational theory, strategic management, human resource management, and for anyone working and managing in the global arena.
Presents papers by academics, practitioners and consultants who are engaged in global leadership, from multiple perspectives. This title includes chapters on: personality, leadership and globalization; the roles of international experience, experiential learning, and cultural intelligence in developing global leaders; and, ethical leadership.
Includes chapters on various concepts and processes associated with leading across cultures and other boundaries. Drawing on authors from many different cultures and contexts, this title contributes to bridging and integrating conceptual and practitioner perspectives in pursuing this deeper understanding.
While the empirical study of leadership dates back a century, leadership within a global context is a new focus in the literature. This book argues that the ever-expanding forces of globalization have given rise to a new category of leader - the Global Leader - separate from other types of leaders (local, national, international). While international leaders represent their respective countries on the world stage (e.g., country representatives at the United Nations), the global leader works transnationally through global issues and organizations (e.g., Malala Yousafzai, the Nobel Prize winner who has become a global champion of K-12 education for girls). As globalization breaks down socioeconomic and political barriers, and transnational issues become more salient, global leaders are becoming more visible players on the world stage. From executives of multinational corporations to activists in nongovernment agencies, individuals from many different backgrounds and ages are leading the way in reshaping the way we see global leadership. These global leaders have to contend with a variety of transnational contexts that call for different leadership styles. This book assesses four of these - transactional, participatory, transformational, and autocratic - but it is not simply a theoretical examination of leadership styles. It also introduces the reader to practical skills that global leaders must master in order to be more effective at the transnational level - a global mindset, embracing diversity, conflict resolution, team building, intercultural communication, and adapting to change.
The need to ensure principle-driven, legally sound, and ethically acceptable behavior in the global context is not an easy task for leaders. They face the requirement of meeting the needs and expectations of a diverse set of stakeholders. They are increasingly called upon to protect, preserve, and restore the resources of the environment. They are expected to improve human well-being and social equity and recognize and effectively address economic and social issues concerning equality, social justice, and human rights protection. How should leaders in global organizations go about meeting the multiple demands of a complex global stakeholder environment? This book explores the dilemmas, paradoxes, and opportunities that leaders in global organizations of all types confront daily and addresses how managers can and should think about and approach these complex issues in responsible and productive ways. This book will be of interest to students and scholars across business, management and the social sciences more broadly.