Developing the global management team: a new paradigm of key leadership perspectives

Abstract

Purpose

Because of globalization, an increased focus on more effective team‐building has become a greater priority. The purpose of this paper is to suggest and describe a new paradigm of key leadership perspectives that is of major importance and value to this effort.

Design/methodology/approach

This paper is based on extensive research by the authors regarding the leadership perspectives global managers consider to be of major importance in the team‐building that has helped them achieve success.

Findings

The key leadership perspectives are: paradoxical thinking that nurtures understanding based upon use of both hemispheres of the brain; controlled reflecting that fosters reactions based on internal self‐talk rather than external events; intentional focusing that facilitates the ability to be centered on expected outcomes; instinctive responding that cultivates the ability to recognize and use intuitive impulses; inclusive behaving that nurtures actions based upon a concern for the whole; purposeful trusting that places confidence in events and processes that accompany change; and relational being that fosters strength by maintaining positive interactions with others.

Research limitations/implications

This new paradigm will contribute to science within the field of global strategic management by filling the gap of developing a global leadership model.

Practical implications

Firms must find new and creative ways, such as the proposed new management leadership team‐development paradigm, to interact with, motivate and mentor management teams to achieve the desired levels of global operations.

Originality/value

In this paper, a new array of leadership perspectives is presented that can appreciably impact the effectiveness of management and team‐building in a globally‐based organization.

Citation

Gabrielsson, M., Seristö, H. and Darling, J. (2009), "Developing the global management team: a new paradigm of key leadership perspectives", Team Performance Management, Vol. 15 No. 7/8, pp. 308-325. https://doi.org/10.1108/13527590911002104