Twenty‐first century leadership: international imperatives
Abstract
Purpose
The aim of this paper is to identify the core issues that organisational leaders are facing internationally, as a result of a globalised and rapidly changing international economic environment. Appropriate leadership competencies and skills that enable organisational leaders to effectively deal with these core globalisation issues are examined in detail and are further explained through a conceptual model developed for the purpose of this study.
Design/methodology/approach
Conventional content analysis of extant literature in the leadership, management, organisational development and human resource management fields delimited this study to the identification of three core issues, their sub‐dimensions and associated organisational leadership effectiveness strategies.
Findings
This study presents a conceptual model consolidating current scholarly understanding of the international imperatives affecting twenty‐first century organisational leaders and describes “best practice” leadership skills, competencies and models that will enable managers to lead effectively in a rapidly changing, globalised market‐place.
Originality/value
The simplicity and explicitness of the descriptive‐based conceptual model represented in this review offers an original approach to the link between theory and practice in international organisational leadership, while acting to simplify the perplexing array of viewpoints on leadership approaches. A number of research alternatives are suggested that may lead to the formation of a more predictive “international imperative” model.
Keywords
Citation
Sheppard, J., Sarros, J.C. and Santora, J.C. (2013), "Twenty‐first century leadership: international imperatives", Management Decision, Vol. 51 No. 2, pp. 267-280. https://doi.org/10.1108/00251741311301812
Publisher
:Emerald Group Publishing Limited
Copyright © 2013, Emerald Group Publishing Limited