The rapidly growing body of global leadership literature still lacks research on both global change and global leader cognition. This chapter presents two case studies describing large-scale global change efforts led by expert global leaders. This is complemented with the results of cognitive task analysis interviews with the two expert global leaders. The findings include task diagrams of the change process they employed and knowledge audits of the most difficult cognitive step in the change processes they led. The audit identifies the elements of expert cognition they utilized, the cues and strategies they employed, and the perceived difficulties novices would experience in similar situations. The findings confirm previous research, solidifying the role and nature of expert cognition in global leaders. We conclude with a discussion of the implications our analysis holds for research and practice.
Osland, J.S., Ehret, M. and Ruiz, L. (2017), "Case Studies of Global Leadership: Expert Cognition in the Domain of Large-Scale Global Change", Advances in Global Leadership (Advances in Global Leadership, Vol. 10), Emerald Publishing Limited, Bingley, pp. 41-88. https://doi.org/10.1108/S1535-120320170000010002
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