Index

Advances in Global Leadership

ISBN: 978-1-83909-593-1, eISBN: 978-1-83909-592-4

ISSN: 1535-1203

Publication date: 19 October 2020

This content is currently only available as a PDF

Citation

(2020), "Index", Osland, J.S., Szkudlarek, B., Mendenhall, M.E. and Reiche, B.S. (Ed.) Advances in Global Leadership (Advances in Global Leadership, Vol. 13), Emerald Publishing Limited, Bingley, pp. 283-287. https://doi.org/10.1108/S1535-120320200000013012

Publisher

:

Emerald Publishing Limited

Copyright © 2020 Emerald Publishing Limited


INDEX

Adapting
, 36

Advocacy
, 239

Alien Tort Claims Act (ATCA)
, 90–91

Antecedents

individual enablers
, 146

organizational enablers
, 146

Anticipating
, 36

Antiprototypes
, 72–73

Asian participants
, 69

Authentic business
, 241

Awareness
, 35–36

Balancing competing tensions
, 271–275

Bat effect
, 13

BHP Billiton
, 95

Big Pharma
, 21–22

Burning platform
, 14

Civil society
, 55

Clean Trade Act
, 89

Coaching Mindset Index
, 239

Coaching, post COVID-19
, 49

Cohesion
, 65

Cold War
, 88

Collaborator
, 92–94

Collective leadership
, 6–7

Combatant
, 97–98

Complier
, 94–96

Conventional content analysis
, 111

Corporate Community Leadership Program (CCLP)
, 95

Correlations
, 69

Counteractor
, 96–97

COVID-19 pandemic
, 178–181

action
, 54

adapting
, 36

anticipating
, 36

awareness
, 35–36

balancing competing tensions
, 271–275

bat effect
, 13

Big Pharma
, 21–22

burning platform
, 14

collaborative global leadership
, 269–271

collective global leadership
, 269–271

competencies
, 267–269

creativity
, 53

dynamic balancing concept
, 15–16, 16, 17

economic system
, 22

embrace
, 54–55

empathy
, 53

environmental jolts
, 28–29

global crisis
, 13

global epidemic of blindness
, 38–39

global leaders coaching, post COVID-19
, 49

global leadership failure
, 10–11

global leadership implications
, 29–30

global leadership research
, 262, 265–267

grassroots organizations
, 55

leaders’ responses
, 18–20

learning mindset
, 47

learning platform
, 14

moral vision
, 49–50

narcissism
, 33

nationalism
, 31–32

natural catastrophe vs.,
, 14

non-global leaders
, 44

Olympics
, 13

post-COVID-19 life
, 47

premature pronouncement risk
, 31

reflexivity
, 276–278

rejection of science
, 38

resilience
, 53

responsible global leadership (RGL)
, 262–265, 275–276

rigged system of wealth
, 39

rise of nationalism
, 38

sensemaking
, 6–7

shared purposes
, 6–7

systems changes
, 6–7

technological savvy
, 54

trust
, 42–43

virtual work guidelines
, 45–46

volatile, uncertain, complex, and ambiguous (VUCA)
, 25, 35, 262–265

working from home
, 51

Creativity
, 53

Cross-sector innovation
, 184–187

Cultural immersion
, 251–252

CultureWizard
, 238–239

Data analysis
, 111–112

Data collection
, 110–111

Descriptive statistics
, 68

Directed content analysis
, 106

Dot-Com crash
, 235–236

Dynamic balancing concept
, 15–17

Embrace
, 54–55

Empathy
, 53

Engineering Management Master’s Program (EMMP)
, 219–220

Environmental jolts
, 28–29

Extractive Industries Transparency Initiative (EITI)
, 90

Eye fixations

antiprototypes
, 72–73

Asian participants
, 69

cognitive structures
, 59

cohesion
, 65

Correlations
, 69

descriptive statistics
, 68

ethics
, 66

eye tracking
, 73–74

future research
, 76–77

global leadership implications
, 75–76

hierarchical multiple linear regression
, 68–71

Identity Leadership Inventory (ILI)
, 63

implicit leadership prototypes
, 70

implicit leadership theories
, 58–59, 63–64

Implicit Leadership Theory Questionnaire (ILTQ)
, 63, 64, 68

intercultural communication
, 58

leader identities
, 70

leadership concepts
, 60

leadership effectivenes
, 61

leadership observation
, 61

limitations
, 76

materials
, 67

Multiple Regressions
, 70

nonverbal communication cues
, 59

observational leadership research
, 60

participants
, 66

planned statistical analysis
, 68

procedure
, 68

prototypes
, 71–72

recognition
, 62–63

self-serving motivation
, 62

Social Identity Theory of Leadership
, 61

Standard Deviation
, 69

substantive research
, 62

verbal communication cues
, 59

video technology
, 59–60

Eye tracking
, 73–74

Facial shadows
, 239–240

Foreign Corrupt Practices Act (FCPA)
, 90

Global collaboration

COVID-19
, 178–181

cross-sector innovation
, 184–187

culture affects global business
, 181–184

global leadership
, 180–181

process-based approach
, 192

relinquishing control
, 194–195

trust relationships
, 187

World Wildlife Fund (WWF)
, 191, 193

Global Competencies Inventory (GCI)
, 238, 256

Global governance
, 86–87

bodies
, 100

theory
, 88–91

Global leadership course development

assignments
, 247–252

course philosophy
, 246–247

cultural immersion
, 251–252

design
, 246–247

Global Competencies Inventory (GCI)
, 256

global leadership expertise development (GLED) model
, CHp0050

Intercultural Effectiveness Survey (IES)
, 247

personal development plan projects
, 248

self-directed competency development
, 248

self-directed methods
, 248

social innovation project
, 250

world orientation competency
, 249

Global 100 medical devices
, 240–241

GlobeSmart
, 238–239

Grassroots organizations
, 55

Group membership
, 61

Hierarchical multiple linear regression
, 68–71

Identity Leadership Inventory (ILI)
, 63

Implications, global leadership
, 29–30, 75–76

Implicit leadership

prototypes
, 70

theories
, 58–59, 63–64

Implicit Leadership Theory Questionnaire (ILTQ)
, 63`–64, 68

Individual enablers
, 137–139

antecedents
, 146

individual capabilities
, 138

learning ability
, 138

learning attitude
, 138–139

learning behaviors
, 138

moderators
, 147–149

organizational support
, 140

personal traits
, 137–138

Intercultural communication
, 58

Intercultural consultants
, 236

Intercultural Effectiveness Survey (IES)
, 247

Intergovernmental organizations (IGOs)
, 86

International assignment
, 137–142

International Corporate Training Program
, 142–143

International experience (IE)

content analysis
, 137–144

contributions
, 149–150

data analysis
, 133–137

data collection
, 132–133

global leadership development (GLD)
, 130

Global Leadership Expertise Development model (GLED)
, 130–131

global leader’s learning
, 135

implications
, 149–150

individual enablers
, 135, 137–139

international assignment
, 137–142

learning environment
, 137–142

limitations
, 149–150

methodology
, 132–137

multinational corporation’s (MNC)
, 130

Transformational Learning Theory (TLT)
, 130–131

International Nongovernmental organizations (INGOs)
, 86

International Orientation Resources (IOR)
, 235–236

Key Elements of Global Leaders’ Learning process (KEGLL)
, 145–146

Knowledge transfer

acceptance
, 117

career considerations
, 115

categories
, 108–109

conventional content analysis
, 111

data analysis
, 111–112

data collection
, 110–111

expatriation
, 106

motivation
, 115–116

perceived trust
, 116–117

personal commitment
, 115–116

personal integrity
, 116

personnel rotation
, 106

position influence
, 113–114

repatriate knowledge
, 107–108, 113

repatriate knowledge transfer (RKT)
, 107–110, 112

role responsibilities
, 114

semi-structured interview protocol
, 111

social networks
, 114–115

work unit/organizational commitment
, 116

Leader identities
, 70

Leadership

characteristics
, 101

effectivenes
, 61

observation
, 61

Learning environment

individual and organizational enablers
, 142–143

individual capabilities
, 139–140

individual enablers
, 137–139

international assignment
, 137–142

International Corporate Training Program
, 142–143

short-term business travel
, 143–144

Learning mechanisms

experiential learning cycle
, 141

individual and organizational enablers
, 142–143

social learning process
, 141

transformational learning cycle
, 141–142

Learning mindset
, 47

Learning platform
, 14

Leveraging assessment tools
, 237–238

Moral vision
, 49–50

Motivation
, 115–116

career considerations
, 115

personal commitment
, 115–116

personal integrity
, 116

work unit/organizational commitment
, 116

Multinational enterprises (MNEs)

Alien Tort Claims Act (ATCA)
, 90–91

BHP Billiton
, 95

collaborator
, 92–94

combatant
, 97–98

complier
, 94–96

Corporate Community Leadership Program (CCLP)
, 95

counteractor
, 96–97

Extractive Industries Transparency Initiative (EITI)
, 90

global governance
, 86–91, 100

implications
, 98–99

intergovernmental organizations (IGOs)
, 86

international nongovernmental organizations (INGOs)
, 86

leadership characteristics
, 101

multiple quadrants
, 100–101

performance
, 99–100

political science perspective
, 88–91

reputation
, 99–100

US Foreign Corrupt Practices Act (FCPA)
, 90

Multiple quadrants
, 100–101

Multiple Regressions
, 70

Narcissism
, 33

Nonverbal communication cues
, 59

Observational leadership research
, 60

Olympics
, 13

Online Reflection Intervention
, 25–26

Organizational enablers

antecedents
, 146

international assignment
, 139–140

learning mechanisms
, 142–144

moderators
, 147–149

organizational support
, 140

Participants
, 66

Personal integrity
, 116

Phone-based conversations
, 239–240

Place-based leadership
, 6–7

Planned statistical analysis
, 68

PMBA program
, 26

Position influence
, 113–114

Premature pronouncement risk
, 31

Process-based approach
, 192

Recognition
, 62–63

Repatriate knowledge
, 107–108, 113

Repatriate knowledge transfer (RKT)
, 107, 112

characteristics
, 113

contextual conditions
, 113–115

definition
, 108–110

perceived relevance
, 113

role responsibilities
, 114

social networks
, 114–115

Resilience
, 53

Rise of nationalism
, 38

Self-categorization theory
, 62

Self-directed methods
, 248

Self-directed online learning paths
, 241–242

Self-Management
, 238

Self-serving motivation
, 62

Semi-structured interview protocol
, 111

Sensemaking
, 6–7

Skills

interpersonal skills
, 120

process skills
, 119–120

repatriate knowledge transfer skills
, 117

self-related skills
, 119

Social Identity Theory of Leadership
, 61

Social innovation project
, 250

Social networks
, 114–115

Standard Deviation
, 69

Substantive research
, 62

Technological savvy
, 54

Trust
, 42–43

US Foreign Corrupt Practices Act (FCPA)
, 90

Verbal communication cues
, 59

Video-based leadership coaching
, 239–240

Video technology
, 59–60

Virtual video platforms
, 239–240

Virtual work guidelines
, 45–46

Volatile, uncertain, complex, and ambiguous (VUCA)
, 25, 35

Working from home
, 51

World Health Organization (WHO)
, 11, 28–29, 268–269

World orientation competency
, 249

World Wildlife Fund (WWF)
, 191, 193