Half Title Page

ADVANCES IN GLOBAL LEADERSHIP

Series Page

ADVANCES IN GLOBAL LEADERSHIP

Series Editors: Joyce S. Osland, B. Sebastian Reiche, Betina Szkudlarek and Mark E. Mendenhall

Recent Volumes:

Endorsements

The number of leaders affected by globalization is growing. Leading and collaboration across geographical, cultural, organizational, and professional boundaries are becoming an integral part of leadership for many – even if they do not travel around the world frequently. Succeeding in global leadership requires an understanding of the context in which global leadership is performed. The context indicates which competencies are needed, how to create constructive relations and choose relevant leadership actions, to mention just a few important factors. This book provides new perspectives and inspiration to everyone who has an interest in global leadership and offers new insights on context as an essential concept in global leadership.

Danielle Bjerre Lyndgard, Senior Advisor, Confederation of Danish Industry, Denmark

This is a bold attempt to take on the pressing issues in global leadership head-on. From a thoughtful analysis of Carlos Ghosn to interviews with Manfred Kets de Vries and Dean FRANZ Heukamp, Volume 12 of Advances in Global Leadership weaves theory and practice of global leadership beautifully. If you are crisscrossing countries for your job, this is a treasure trove of ideas you will find immensely useful. For an international business or a leadership scholar, it is a great resource to know where the field is, and where it is headed.

Charles Dhanaraj, H. F. Gerry Lenfest Professor of Strategy, Fox School of Business, Temple University, USA

In today’s technology-focused marketplace, CEO surveys routinely rank “global talent” as their top concern. Searching the globe for world-class talent can be difficult, but at some point, above market pay will solve the problem. A much more difficult challenge is extracting maximum business value from that talent. That is a core task of every global leader, and that is the purpose of this volume of Advances in Global Leadership. It will be a great addition to any global manager’s library.

Brad Hall, Ph.D., Senior Advisor to the Chief HR Officer, Huawei Technologies, Shenzhen, China

Advances in Global Leadership has been an authoritative reference for those interested in evidence-based insights on global leadership for over a decade. This volume continues in that tradition with a focus on leadership in global work contexts. The papers in the volume challenge our understandings of global leadership in the context of inter alia the increasing fragmentation of work, the fall from grace of high profile global leaders, and the impact of an increasingly volatile, uncertain, complex, and ambiguous context on global leadership. It is a must-read for scholars and reflective practitioners alike.

David G. Collings, Professor of HRM, Dublin City University, Ireland

With increasing interdependencies of global markets and interconnectedness of global communities, the role of global leaders is becoming more important. Volume 12 of Advances in Global Leadership contributes to the expansion of knowledge around global leaders. AGL continues as a valuable resource to both scholars and practitioners by providing informative and interesting articles on the latest in global leadership learning and guides researchers on opportunities to contribute to the global leadership field. AGL is a must-read for anyone in the global leader domain.

Brett Hinds, Automotive Chief Engineer, Ford Motor Company and PhD Candidate, Benedictine University, USA

Editorial Board

• Nancy Adler

  McGill University, Canada

• Roya Ayman

  Illinois Institute of Technology, USA

• Joanne Barnes

  Indiana Wesleyan University, USA

• Cordula Barzantny

  Toulouse Business School, France

• Schon Beechler

  INSEAD, France

• Janet M. Bennett

  The Intercultural Communication Institute, USA

• Allan Bird

  Pacific University, USA

• J. Stewart Black

  INSEAD, France

• Nakiye Avdan Boyacigiller

  Sabanci University, Turkey

• Rachel Clapp-Smith

  Purdue University, USA

• Juergen Deller

  Leuphana University of Lueneburg, Germany

• Mary F. Sully De Luque

  Thunderbird at Arizona State University, USA

• Jürgen Deters

  Leuphana University of Lueneburg, Germany

• Charles Dhanaraj

  Temple University, USA

• Hal B. Gregersen

  Massachusetts Institute of Technology, USA

• Ernie Gundling

  Aperian Global, USA

• Mila Lazarova

  Simon Fraser University, Canada

• Yih-teen Lee

  IESE, Spain

• Gretchen Vogelgesang Lester

  San Jose State University, USA

• Orly Levy

  SOAS University of London, UK

• Ming (Lily) Li

  University of Liverpool, UK

• Thomas Maak

  University of Melbourne, Australia

• Susan R. Madsen

  Utah Valley University, USA

• Kristiina Mäkelä

  Aalto University School of Business, Finland

• Martha Maznevski

  Western University, Canada

• Jeanne M. McNett

  Northeastern University, USA

• Christof Miska

  WU Vienna, Austria

• Allen Morrison

  Thunderbird at Arizona State University, USA

• Faith Wambura Ngunjiri

  Concordia College, USA

• Minna Paunova

  Copenhagen Business School, Denmark

• Maury A. Peiperl

  George Mason University, UK

• Nicola M. Pless

  University of South Australia Business School, Australia

• Margaret A. Shaffer

  University of Oklahoma, USA

• Ibraiz Tarique

  Pace University, USA

• Sully Taylor

  Portland State University, USA

• David C. Thomas

  University of Victoria, Canada

• Vlad Vaiman

  California Lutheran University, USA

• Charles Vance

  Loyola-Marymount University, USA

• Stephen J. Zaccaro

  George Mason University, USA

• Lena Zander

  Uppsala University, Sweden

See more at http://www.emeraldgrouppublishing.com/products/books/series.htm?id=1535-1203#sthash.q2C5B4kN.dpuf

Title Page

ADVANCES IN GLOBAL LEADERSHIP VOLUME 12

ADVANCES IN GLOBAL LEADERSHIP

EDITED BY

JOYCE S. OSLAND

San Jose State University , USA

B. SEBASTIAN REICHE

IESE Business School, Spain

BETINA SZKUDLAREK

University of Sydney, Australia

MARK E. MENDENHALL

University of Tennessee at Chattanooga, USA

United Kingdom – North America – Japan – India – Malaysia – China

Copyright Page

Emerald Publishing Limited

Howard House, Wagon Lane, Bingley BD16 1WA, UK

First edition 2020

Copyright © 2020 Emerald Publishing Limited

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No part of this book may be reproduced, stored in a retrieval system, transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without either the prior written permission of the publisher or a licence permitting restricted copying issued in the UK by The Copyright Licensing Agency and in the USA by The Copyright Clearance Center. Any opinions expressed in the chapters are those of the authors. Whilst Emerald makes every effort to ensure the quality and accuracy of its content, Emerald makes no representation implied or otherwise, as to the chapters’ suitability and application and disclaims any warranties, express or implied, to their use.

British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-83867-075-7 (Print)

ISBN: 978-1-83867-074-0 (Online)

ISBN: 978-1-83867-076-4 (Epub)

ISSN: 1535-1203 (Series)

List of Contributors

About the Contributors

Allan Bird (PhD, University of Oregon) is the Associate Vice President for International Affairs and Professor of Business at Pacific University. He has co-authored or edited nine books and more than 90 journal articles and book chapters. His most recent book (with M. E. Mendenhall, J. S. Osland, G. R. Oddou, M. L. Maznevski, M. Stevens, and G. Stahl), Global Leadership: Research, Practice and Development (3rd edition), was published in 2018. His research interests focus on global leadership and effective management in intercultural contexts, with a particular emphasis on assessment and development.

Katherine C. Cotter is a PhD student at Claremont Graduate University and a Research Associate at LeAD Labs. Katherine conducts research on global leader development, global leadership, cross-cultural interactions, and expatriation.

Kathleen A. Curran, global leadership coach, facilitator, and consultant, is the Founder and Principal of Intercultural Systems, established in Singapore in 1996 and active worldwide. She specializes in developing global leader identity and boundary spanning capacities in leaders of all levels. Holding MAs in Intercultural Communication and Human and Organizational Development, her PhD research focus is on global talent development in Asia. Focusing on global resonance and global identity development, her recent publications include “Developing Global Resonance for Global Leadership,” published in the 2018 ILA Building Leadership Bridges (BLB) volume Leadership and Power in International Development: Navigating the Intersections of Gender, Culture, Context, and Sustainability; and “Global Identity and Global Leadership: Becoming, Knowing and Doing Differently” in The Study and Practice of Global Leadership (in press) of the ILA BLB on Global Leadership.

Tonya G. Ensign’s (PhD, Global Leadership and Change) career spans executive leadership and teaching roles at a Fortune 100 company, high tech start-ups, growth-stage companies, and higher education. While a Director at Honeywell, she conducted research for her Master’s thesis and applied her knowledge of intercultural sensitivity while developing, rolling out, and teaching global leadership development (GLD) programs internationally. After Honeywell, she became an investor and operator in dozens of companies where she has developed and delivered GLD and transformative learning initiatives for 15 years. Dr Ensign also taught as an Adjunct Professor and Doctoral Graduate Assistant. She is a practicing Executive Coach and her research contributes to adult learning theory, specifically transformative learning across disciplines. Her current practice leverages her research and career experience to deliver innovative, transformative outcomes using a holistic approach that optimizes personal performance, wellness, and quality of life.

Nana Yaa A. Gyamfi is a PhD Candidate at IESE Business School with research interests in cross-cultural management, particularly, the management of cultural differences in multinational enterprises, global work, and global leadership. She has published in Research in Accounting in Emerging Economies and Emerald Emerging Markets Case Studies. She has consulted for the World Wildlife Fund as a member of the Cognoscere Consulting group (LSE, UK). She is an alumnus of the U.S. State Department’s International Visitor Leadership Programme (IVLP), and has coached mixed teams of Ghanaian and Dutch students under the New Business Challenge program of the Netherlands Enterprise Agency (RvO). Nana Yaa has written six feature-length plays, five of which have been staged. She also writes poetry and songs and engages societal conscience through exploratory pieces via social media.

Jusuke (JJ) Ikegami is a Doctor of Business Administration from Hitotsubashi University in 2015. After working for Boston Consulting Group’s (BCG) Tokyo office, he joined MARS Japan. While he was working for Softbank EC Holdings as a Director of New Business Development, he also served on the Board of Directors of several subsidiaries. JJ worked for Nissay Capital Co. Ltd., before joining the Waseda Business School. His research interest includes corporate strategy, global management, new business development, and global leadership. He is a member of the international committee of JAIBS (Japan Academy of International Business Studies). He is also an outside company auditor of Toyo INK SC Holdings.

Manfred F. R. Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change at INSEAD in France, Singapore, Abu Dhabi, and San Francisco. He is also a Psychoanalyst (member of IPA, CPS, PPS). He is the Founder of the INSEAD Global Leadership Centre. He is the author, co-author, or editor of 50 books and more than 400 articles. His books and articles have been translated into 36 languages. He is a member of 17 editorial boards and a Fellow of the Academy of Management. He is a Founding Member of the International Society for the Psychoanalytic Study of Organizations (ISPSO), which has made him a lifetime member. In addition, he has received the International Leadership Association’s Lifetime Achievement Award for his contributions to leadership research and development. Furthermore, he is the recipient of many other awards, including two honorary doctorates. The Financial Times, Le Capital, Wirtschaftswoche, and The Economist have all judged Manfred Kets de Vries as one of the world’s leading thinkers on management.

Yih-teen Lee is a Full Professor in the Department of Managing People in Organizations at IESE Business School, University of Navarra. He specializes in leadership, fit, and cultural bridging in his roles as educator, researcher, and consultant. His research work appears in leading scientific journals (e.g., Journal of Management, Personnel Psychology, and Academy of Management Discoveries) and books such as The Handbook of Chinese Organizational Behavior, Leadership Development in a Global World, and The Routledge Companion to International Human Resource Management. He is also the Director of the book series “Diversité culturelle et dynamiques des organisations” (Cultural Diversity and Organizational Dynamics), published by the Editor L’Harmattan, Paris. He has served as a member of the Teaching Committee of the International Management Division of the Academy of Management.

Ray S. Leki is a Career Member of the Senior Executive Service of the United States and since 1991 has been a part of the Foreign Service Institute Senior Staff. He is currently the Director of the Transition Center at the Department of State’s Foreign Service Institute. Previously Ray headed the Overseas Briefing Center and was the coordinator of the Security Overseas Seminar. Before joining the State Department, Ray’s work experience included a series of human resource development and management positions with the Peace Corps and consultancies with international development organizations and NGOs. He is the Senior Interculturalist in Residence and an Adjunct Professor at American University’s School of International Service. Ray authored Travel Wise: How to Be Safe, Savvy and Secure Abroad.

Martha Maznevski is a Professor of Organizational Behavior and Faculty for Executive Education the Ivey Business School, Western University (Canada). Her research focuses on high-performing global teams and collaborations, and leading people in global complexity. Her teaching spans a broad range of international organizational behavior themes, and she has worked with executives and enterprises around the world addressing the challenges and opportunities of managing people globally.

Mark E. Mendenhall (PhD, Brigham Young University) holds the J. Burton Frierson Chair of Excellence in Business Leadership at the University of Tennessee, Chattanooga. He is a past holder of the Ludwig Erhard Stiftungsprofessur endowed chair at the University of Bayreuth (Germany) and has been a Visiting Professor at the Vienna University of Economics and Business (Austria), University of Saarland (Germany), and Reykjavik University (Iceland). Dr. Mendenhall is an internationally recognized scholar in the field of Global Leadership and International Human Resource Management and is a Past President of the International Division of the Academy of Management. Dr. Mendenhall has authored numerous books and scholarly articles in journals such as the Academy of Management Review, Journal of International Business Studies, and Journal of World Business. His most recent books are Global Leadership: Research, Practice and Development, and Readings and Cases in International Human Resource Management. He has consulted with and conducted numerous training programs for many leading firms.

Gouri Mohan is a Doctoral Student in the Managing People in Organizations Department at IESE Business School, University of Navarra in Spain. Gouri’s research centers on leadership and collaboration in organizations. Specifically, she studies the evolving antecedents of leadership emergence across time, collective leadership in diverse global teams, and the role of leadership processes across organizational levels. Her research has appeared in journals such as Great Lakes Herald, and books such as The Cambridge Handbook of the Changing Nature of Work. Gouri has presented her work at many international conferences including the Academy of Management, the Society for Industrial and Organizational Psychology (SIOP), and the Interdisciplinary Network for Group Research (INGRoup).

Joyce S. Osland, Senior Editor, earned her PhD at Case Western Reserve University. She is the Lucas Endowed Professor of Global Leadership and Executive Director/Founder of the Global Leadership Advancement Center at San Jose State University’s Lucas College and Graduate School of Business. Dr. Osland is an internationally recognized scholar in the field of global leadership and international management and is a Past President of the Western Academy of Management. She has received numerous awards for both teaching and scholarship and has published over 150 books, chapters, cases, and articles. She co-authored Global Leadership: Research, Practice and Development and has co-edited Advances in Global Leadership from Volume 8–12. Dr Osland consults with global organizations and is a Visiting Scholar and Lecturer at various universities.

Rebecca J. Reichard, PhD, is an Associate Professor of Organizational Behavior at Claremont Graduate University and the Director of LeAD Labs (www.research.cgu.edu/lead-labs), whose vision is to advance and align the research and practice of leader development. Dr Reichard conducts research on leader development and leadership evaluation and assessment. She has published more than 40 journal articles and book chapters on these applied research topics, including more than 10 with student co-authors.

B. Sebastian Reiche is a Professor and Department Chair of People Management at IESE Business School, Spain. He received his PhD in Management from the University of Melbourne, Australia. His research focuses on the forms, prerequisites and consequences of global work, international HRM, global leadership, and knowledge transfer. He is an Associate Editor of Human Resource Management Journal, Co-editor of Advances in Global Leadership, and regularly blogs about global work (blog.iese.edu/expatriatus).

Betina Szkudlarek is an Associate Professor in Management at the University of Sydney Business School. Betina’s core research interests lie at the intersection of cross-cultural management, international HRM, international business ethics, and management of diversity. Her work has been published in top-tier international journals such as Organization Studies, Human Resource Management, and Journal of Business Ethics. Her work on developing cross-cultural competence has also been featured in international media outlets. Betina has worked with numerous corporations on developing Global Leadership excellence. Beyond her academic commitments, Betina holds the post of a Strategic, Sustainability, and Growth Consultant with the United National Alliance of Civilizations, where she works with the recipients of the UNAOC and BMW Intercultural Innovation Awards.

New Advances in Global Leadership: Introduction to Volume 12

Joyce S. Osland, Betina Szkudlarek, B. Sebastian Reiche and Mark E. Mendenhall

On the editorial front, our major announcement is that we bid a regretful farewell to Lily (Ming) Li after 10 years as co-editor of Advances in Global Leadership (AGL). We will sorely miss her sharp eye as a reviewer, as well as her rock solid dependability and collegiality. We filled the hole she left with two excellent co-editors, Sebastian Reiche of IESE and Betina Szkudlarek of the University of Sydney. They have already made invaluable contributions to Volume 12, in keeping with our mission and focus:

As one would expect from the name of this book and e-journal, Advances in Global Leadership publishs research and well-crafted essays that grow and advance the field of global leadership. We seek papers that close identified gaps in foundational research: construct definition clarification, theory development, identification of antecedents, outcomes and effective performance measures, assessment instruments for selection and development purposes, and developmental methods and processes, as well as richer descriptions and observations of phenomena and comprehensive literature reviews. We also echo calls for synergies between the field of traditional leadership and global leadership, given the limited theoretical and empirical cross-fertilization between these two fields. (Osland, Mendenhall & Li, 2019, p. i)

As one would expect in a relatively young field, the term ‘global leadership’ has been defined in many ways, creating sampling confusion and occasionally muddying the line of demarcation between the distinct fields of global and comparative leadership. AGL, therefore, adheres to a narrower definition of global leadership created by scholars who tackled head on the construct definition of global leadership:

The process and actions through which an individual influences a range of internal and external constituents from multiple national cultures and jurisdictions in a context characterized by significant levels of task and relationship complexity (Reiche, Bird, Mendenhall, & Osland, 2017, p. 556)

In our annual Call for Papers, we request traditional foundational research topics in addition to a featured area that merits greater attention. In Volume 12, we called specifically for research on “leadership in global work contexts,” based on the following arguments. We are witnessing an increasing fragmentation of how global work gets done, for example, in the form of face-to-face or virtual work arrangements, or through individual project work and freelancing, as well as varied forms of dispersed teamwork. These work contexts have a myriad of implications for global leadership, such as how do global leaders lead effectively when they are physically not present, or how do global leaders bridge the duality of local and global work contexts? In addition, global leaders face a number of novel contextual characteristics, such as digitalization and talent platforms, and a broader move from full-time employment toward temporary forms of work as part of the sharing economy (Cascio & Boudreau, 2016). This will have profound implications for how leaders define their roles and exert influence. Similarly, the increased prevalence of self-managed organizational structures (Lee & Edmondson, 2017) questions the role of traditional forms and approaches to global leadership. Global leadership is equally salient in other global work contexts, such as tertiary education, public administration, social entrepreneurship, government, and non-profit organizations.

Context in the form of globalization characteristics has long been framed as a determinant of the requisite global leadership competencies (Lane, Maznevski, & Mendenhall, 2004). However, the papers in Volume 12, all of which relate to context in varying degrees and ways, reveal a more complex view of the role of context. They demonstrate that context can take on different meanings and roles as a variable in our theorizing on global leadership. For example, in the case of Carlos Ghosn’s fall from power, Bird emphasizes the difficulty of fully understanding the cultural context; Ikegami and Maznevski took into consideration different domains − the cultural, organizational, and global business context − that determined in large part which global leadership actions and principles would be effective or ineffective. Their analysis, as well as Mohan and Lee’s research, emphasizes the temporal aspect of context, resulting in the global leader’s need for constant scanning and behavioral agility. Similarly, our research models have to measure the context at appropriate intervals when changes over time cause different effects in dependent variables or change the relationship among variables. An historical perspective on context, yet another domain, is also relevant, as discussed in Gyamfi and Lee’s research highlighting the post-colonial legacy in making sense of global leadership in the African context. The VUCA (volative, uncertain, complex, ambiguous) context and its impact on global business people are linked in both Curran’s essay on the tensions that impact global identity and in Leki’s description of the high-stress diplomatic world and the resulting need for resilience leadership. Several papers have a shared organizational context (business schools) that requires different emphases and developmental methods (Mohan & Lee; Kets de Vries; Reiche’s interviews). Continuing this focus on context as the driver of personal adaptations in global leaders, Ensign identified developmental triggers in a literature review of Mezirow’s theory of adult learning. These triggers exemplify the various contexts that can prompt personal development and remind us that cognitive processing is linked to specific contexts. Cotter and Reichard’s research looked at how well-equipped students were to engage with, handle the stress, and take advantage of the study abroad context. We hope these varied populations, settings, and relationships contribute to a broader use of context in the future global leadership theory and research.

Volume 12 covers interesting empirical papers on both novel and traditional global leadership topics as well as valuable practitioner insights, all of which are briefly introduced further.

Part I: Conceptual and Empirical Findings

We commissioned Chapter 1 due to our curiosity about the imprisonment of Carlos Ghosn, former Chairman and CEO of the Renault–Nissan–Mitsubishi Alliance, which is often described as the third largest automotive group in the world. Given his leadership skills and unique success as a foreign CEO in Japan, Ghosn has been the focus of several teaching cases on global leadership, earning the sobriquet of “the poster child of global leadership” (Osland & Bird, 2008). Researchers and consultants Jusuke (JJ) Ikegami and Martha Maznevski, who had published previously with Masataka Ota on Ghosn’s ability to take advantage of the asset of foreignness (Ikegami, Maznevski, & Ota, 2017), wrote “Revisiting Carlos Ghosn’s Global Leadership Style: Making Sense of His Fall from Power.” Their analysis considers the combined leadership and organizational factors that eventually reveal the liabilities of Ghosn’s foreignness.

As a bonus, Chapter 2 features a commentary on their paper by Allan Bird, whose extensive training and years of experience in Japanese culture and business provide yet another perspective on Carlos Ghosn’s fall from power. He frames Ghosn’s experience in terms of the challenges and ambiguity that prevent deep cultural understanding and the difficulty of knowing how much local cultural knowledge is enough, in light of all the other work demands placed on global leaders.

In Chapter 3, “Temporal Dynamics of Collective Global Leadership and Team Psychological Safety in Multinational Teams: An Empirical Investigation,” researchers Gouri Mohan and Yih-teen Lee investigate the relationship between collective leadership and team psychological safety. Their longitudinal investigation of 76 teams uncovered temporal dynamics and the interdependence between these two constructs. Their findings underscore the importance of psychological safety early in a team’s life cycle for the development of collective leadership in multinational teams, which, in turn, enhances subsequent levels of psychological safety in teams in later stages. The authors recommend supporting psychological safety in both the initial and end stages of multicultural teams.

In Chapter 4, researchers Katherine Cotter and Rebecca Reichard examine in “Developing Cultural Competence Through Engagement in Cross-Cultural Interactions,” the impact of cross-cultural psychological capital, engagement in cross-cultural interactions, and stress during those interactions on cultural competence. Their quantitative investigation of 135 undergraduate students participating in a study abroad program shows that cross-cultural psychological capital and stress impact cultural competence directly, but also indirectly through level of engagement in the interaction. The degree to which students involve themselves in the foreign experience makes a difference. The authors highlight the importance of cultivating cross-cultural psychological capital and the significance of stress management skills to facilitate interactions across cultural boundaries.

In Chapter 5, “Toward a Framework of Contextualized Assets and Liabilities in Global Leadership: Identity and Power Implications in an African Context,” scholars Nana Yaa Gyamfi and Yih-teen Lee take a qualitative grounded theory approach to investigate the interplay between global leadership, power dynamics, and cultural identities in Ghana. Through in-depth interviews of managers of multinational enterprises operating in Ghana, the authors propose a conceptual model of assets and liabilities in global leadership. By contrasting the perspectives of both local and foreign global leaders, the authors illustrate that there are both assets and liabilities to being either foreign or local in the African context. Their research opens up new avenues for contextualizing global leadership and increasing its impact, while remaining sensitive to power inequalities stemming from colonial influences.

Kathleen Curran’s conceptual article in Chapter 6, entitled “Global Identity Tensions for Global Leaders,” continues the focus on identity begun in Chapter 5. In this conceptual paper, Curran, a consultant and doctoral student, argues that a global context characterized by complexity and paradox calls for new thinking on global identity. She argues that there are four tensions a global identity has to manage in hybrid cultural contexts and suggests a new developmental paradigm for building global identity.

In Chapter 7, “Triggers of Transformative Learning in Global Leadership Development: The Disorientation Index,” Tonya G. Ensign draws on her dissertation research on transformative learning theory and the adult learning literature to discuss the value of disorienting experiences as a necessary trigger for global leadership development. To that end, Ensign, a consultant, conducted a multidisciplinary review of disorienting experiences across different learning theories and pinpoints the role of trigger events in existing global leadership process models. Based on content analysis of the relevant literature, Ensign identifies eight dimensions of disorienting experiences to create a Disorientation Index that can serve as a pedagogical tool for global leadership development.

Part II: The Practitioners’ Corner

In Chapter 8, Manfred Kets de Vries outlines the value and process of executive group coaching as an effective intervention for global leadership development in “Executive Group Coaching: Interventions Not for the Faint of Heart.” In contrast to individual coaching, group coaching addresses the entire team as a system, thereby harnessing the collective wisdom of the group and developing executives within a team context. Kets de Vries’s background as both management scholar and psychoanalyst provides a unique perspective on team coaching, a method he has successfully crafted and implemented across many leadership programs at INSEAD and in his own consulting work with global executives.

Chapter 9 features an interview by Sebastian Reiche titled “An Interview with a Pioneer of Global Leadership Development: Manfred Kets de Vries.” Our curiosity compelled us to seek out Kets de Vries’ views, given his contributions and decades of experience in the field. He graciously shared his reflections on the current state of global leadership development, the role of business schools in producing global leaders, and the various techniques he has found to be effective in both his teaching and consulting. Kets de Vries emphasizes the importance of creating a safe environment that allows global leaders to open themselves to personal and professional change.

Chapter 10, “Growing Global Resilience Leadership: Working with Diplomats,” highlights the unique context in which diplomats lead. Ray Leki, director of the Transition Center at the Foreign Service Institute, which is part of the US State Department authored this chapter. Leki is also Senior Interculturalist in Residence and an Adjunct Professor at American University’s School of International Service. Leki’s extensive expertise and knowledge, gathered through several decades of work with diplomatic staff, guides his reflections on the individual and organizational resilience needed to operate successfully in highly volatile, dynamic contexts. The paper provides valuable insights for advancing global leadership theory and practice beyond the diplomatic context and emphasizes the importance of resilience, a topic that has not received much attention in the global leadership literature.

Chapter 11 features another business school perspective in an interview by Sebastian Reiche with Prof. Franz Heukamp, Dean of IESE Business School in Spain. Dean Heukamp explains what corporations expect of business schools, how companies’ demands have changed over time, and then offers his view of effective global leadership training in the business school context, using IESE Business School as an example. IESE is known for its innovative programs in global leadership.

Finally, in Chapter 12, “Global Leadership Research: Where Do We Go From Here?”, the editors analyze all the global leadership research published in 2018 and compare it to a summary of the 2010–2014 global leadership literature. In addition to documenting an increasing rate of publication, the editors lay out three future research directions for scholars.