Index
The Study and Practice of Global Leadership
ISBN: 978-1-83867-620-9, eISBN: 978-1-83867-617-9
ISSN: 2058-8801
Publication date: 24 January 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Perruci, G. (Ed.) The Study and Practice of Global Leadership (Building Leadership Bridges), Emerald Publishing Limited, Leeds, pp. 263-272. https://doi.org/10.1108/S2058-88012022016
Publisher
:Emerald Publishing Limited
Copyright © 2022 Emerald Publishing Limited
INDEX
ABN AMRO (Dutch bank)
, 20
Academic advances
, 133
Active-learning movement
, 151–152
Adaptation
, 45
Adaptive leadership
, 198–199
Adaptive systems
, 192
Adaptive transformational system leadership approach
, 192, 198–202
Adidas (German clothing company)
, 20
Adult learning
, 96
Advising
, 46–47
Advocacy
, 45, 74–75, 80–81
Alexandria Ocasio-Cortez (AOC)
, 234–236
Alibaba company
, 165
Allostasis
, 58
Amazon
, 8
Ambiguity
, 251–253
American business leadership
, 165
Ancient Chinese teachings
, 118
Andragogy learning principles
, 99
Anti-industrial culture
, 168
Anxiety
, 22
Ardern, Jacinda
, 237–238
Artificial intelligence
, 62, 64
Asperger Syndrome
, 232
Authentic collaboration
, 100
Axial Age (700–200 BCE)
, 51, 60
Behavioral approach
, 5
Behavioral Revolution
, 5
Bibliographies
, 4
Big data
, 54, 56
Binary opposition
, 252
Binary rhetoric
, 252
Binary thinking
, 252
Brexit chaos
, 230–231
Brin, Sergey, (co-founder of Google)
, 221
“Brutal awakenings”
, 203
Business Leadership Program (BLP)
, 150–151
Business management
, 169
Business Roundtable
, 172
C.E.O.
, 8
Capacity
, 70
“Case-in-point” teaching
, 180
Centralization of power
, 10
Charismatic authority
, 171
Charismatic leaders
, 9
“China Way”
, 169
Chinese business leaders
, 169–170
Chinese business leadership
, 170–172
Chinese companies
, 170–171
Claudia, Mirza, (co-founded Akorbi)
, 222
Climate
AOC and New Green Deal
, 234–236
in crisis
, 231
emergency
, 240
Greta Thunberg
, 232–234
inequity
, 54
Co-creating
, 80
Coaching during intensive residencies
, 102
Coercive power
, 38, 43
Cohesive theory of leadership
, 6
Collaboration
, 257
assumptions and ideological barriers to global leadership
, 249–254
authentic
, 100
Collaborative framework
, 256
Collective leadership
, 36, 199, 200, 202
Collectivism
, 71
College leadership education
active-learning movement
, 151–152
beginning
, 149–150
businesses started to recognize leadership without authority
, 152
dawn of
, 152–153
in Japan
, 149
national survey of college leadership education institution
, 153–154
preliminary analysis
, 154–157
struggle for legitimacy
, 150–151
College of Business (COB)
, 149–150
Colonialism
, 11, 118
Colorful rays of hope
, 231
“Common enemy identity politics” approach
, 255
Communal reciprocity
, 74
Communication
, 13, 35, 257
Comparative research
, 81
Compassion
, 23
Competency
assessment of student progress
, 102
framework guides learning outcomes
, 101
Complex interconnectedness
, 253–254
Complexity
, 35, 254
dynamics of
, 253
Comprehensive model
, 81
Comprehensive shared leadership
, 37
Confirmation bias
, 58–59
Confucianism
, 118
Connection consciousness
, 206–207
Conscious receptivity
, 78
Consciousness
connection
, 206–207
expanding
, 206–207
global identity
, 206–207
intentionality
, 206–207
and leadership
, 202–204
post-postmodern
, 206
postmodern
, 204–205
Contemporary leader
, 257
Contemporary literature
, 70–71
Context
, 7
Contingency Approach
, 5
Corporate commitment
, 171
Corporate social responsibility (CSR)
, 15
“Cosmocentric” stage of consciousness
, 205
Courageous consciousness
, 80–81
Critical Incident Interview technique
, 42
Cross-border crime
, 193
Cross-cultural interactions
, 136
Crucible moments
, 186
Cultivate space for discovery
, 79–80
Cultural/culture
, 21, 97–98
attributes
, 117
backlash
, 13
competencies
, 91
conflict in workplace
, 28–29
contact zones
, 68–69
cultural tightness-looseness scale
, 27
dimensions in workplace
, 21–22
diversity
, 30
imperialism
, 9
intelligence
, 75
mental models
, 118
narratives on leadership
, 27–28
norms/values
, 7
shifts
, 13
Curriculum
content domains
, 103
flexible curriculum with consistent critical features
, 101–102
leadership
, 126–127
and programmatic level elements
, 179–181
Cycle of Culture Shock
, 186–188
Cynefin framework
, 256
Daoism
, 118
Darwin, Charles
, 58
Deep design
, 23
Defining
, 46
Degree of leader’s effectiveness
, 5
Democracy
, 230
Democracy in America
, 171
Democratic systems of governance
, 195
Developmental readiness
, 81
Dialogue mapping technique
, 255
Dialogue methods
, 255–256
Digital revolution
, 53
Discourses of leadership and relationship
, 184–186
Disruptive moments
, 186–188
Distributed shared leadership
, 37
Diversity
, 19, 57, 94, 97
cultural
, 30
in organizations
, 29
of students
, 106
thinking and recognizing
, 79
in workplace
, 26, 30
Domains of curriculum content
, 103
Dominance of one mental model
, 250–251
Dominant logics
, 250
Dynamic economic power
, 8
Ebola epidemic
, 193
Ecological space
, 196
Economic space
, 196
Education
, 126
global leadership
, 95–96
international
, 126, 128
leadership
, 115
Effective intercultural leadership
, 24
Effective leaders
, 5
Effective leadership styles
, 19
Egalitarianism
, 225–226
Emotional intelligence
, 93
Empathy
, 184, 225
Enemies
, 195
Environmental inequity
, 54
Erosion of culture
, 92
Ethical reasoning
, 93
“Evolutionary baggage”
, 62
Executives
, 171
“Exemplary leaders”
, 23
Expanding consciousness
, 206–207
Experiential learning
, 156
Expert power
, 38–39
Face-to-face residency
, 102
Facebook
, 8
Faculty member
, 132
Faculty support
, 137
Faculty-led programs
, 131
Fear, voluntary engagement with
, 56–57
Feedback
, 102, 133
loops
, 51, 254
social
, 59
‘Fellows’ network
, 177
“Feminization”
, 61
Fieldwork
, 131
Financial revenues
, 119
First Industrial Revolution
, 53
Flexible tightness
, 27
Focus
, 24
Follower
, 7
Followership
, 6
Food inequity
, 54
Ford Motor Company
, 20
Formal interactions
, 136
Formal networks
, 182
Fourth Industrial Revolution
, 53–54, 62–63
Fragmentation
, 250, 252–254
overcoming
, 254–257
Fragmentation
, 9
Fridays for Future (Gould)
, 233, 240
Futuring
, 23
Generation Study Abroad commitment partners (GSA partners)
, 127
Global cultural competency
, 92
Global dimension of leadership
, 3, 9–15
Global framing
, 163
Global identity
advocacy
, 74–75, 80–81
co-create
, 80
conscious receptivity
, 78
consciousness
, 206–207
cultivate space for discovery
, 79–80
expanded conceptualization of
, 72
expect brilliance
, 79
global leader’s knowing-doing-becoming cycle
, 78
Global Resonance
, 75
intent
, 76–77
interdependency
, 73–74
multidimensionality
, 72–73
symbiotic cycle of knowing-doing-becoming
, 76
Global leaders
, 3, 14–15, 213–214
benevolence
, 225
egalitarianism
, 225–226
general characteristics of immigrant leaders in small
, 219
humility
, 224–225
identity
, 67, 70
immigrant
, 217–219
immigration as leadership crucible for
, 220–222
immigration crucible influence on leadership styles of
, 222
selected categories in leadership
, 224
twenty prominent global immigrant leaders in large
, 218
Ulukaya case
, 222–223
Global leadership
, 3–4, 6, 8, 35, 67, 69, 77, 93, 229–231
bases of power in
, 37–39
building capacity for
, 181
education
, 95–96
empirical evidence of shared leadership
, 39–47
global challenges and
, 231–241
intervention
, 182
rays of hope in re-imagining
, 241–242
from sea of grey to sky of blue
, 229
shared leadership
, 36–37, 47–49
and shifting geopolitics
, 239
Global Leadership and Organizational Behavior Effectiveness Research Program Project (GLOBE Project)
, 25
Global leadership collaboration
ambiguity
, 251–253
assumptions and ideological barriers to
, 249
complex interconnectedness
, 253–254
dominance of one mental model
, 250–251
Global Leadership Program
, 90
Global mindset
, 75
Global Resonance
, 68, 75–81, 207
“Global way” of company leadership
, 162
Global women leaders
, 231
Globalism
, 9
Globality
, 90, 92
Globalization
, 6, 9, 11, 13–14, 19, 35–36, 48, 67, 68–7, 126–127, 213
adaptive transformational system leadership
, 198–202
challenges in international development
, 194–197
consciousness and leadership
, 202–204
depends on connections and relationships
, 90–91
forces of
, 91–92
Globalization 1.0
, 11–12
Globalization 2.0
, 12
Globalization 3.0
, 11–13, 13, 14
impact on leadership
, 193
tangible effects of
, 214
transformative change of international development and aid
, 197–198
Goal
, 7
achievement
, 5
Google
, 8
Graduate degree programs
, 130
Graduate leadership education (see also College leadership education in Japan; University-based leadership education)
research process and sample
, 130–131
short-term study abroad in
, 130
types of short-term study-abroad programs
, 131–133
Great Man Theory
, 4
Greta Thunberg (Skolstrejk for climate)
, 232–234
“Greta Thunberg effect”
, 234
Grounded Theory
, 42
Hankook Tire and Technology Group
, 20
Harnessing Ubuntu in future of great disruption and distributed everything
, 54–56
HIV/AIDS pandemic
, 193
Hofstede, Geert
, 21
Holocracy
, 53
Homo sapiens
, 58–61
Homo ubuntu
, 51, 54, 58–61
harnessing Ubuntu in future of great disruption and distributed everything
, 54–56
interconnectedness and fourth industrial revolution
, 53–54
leadership
, 57
sustainably addressing current challenges
, 61–64
voluntary engagement with fear
, 56–57
Hope
, 23
“Horizontal leadership”
, 63
Human biology
, 51
Human brain
, 51
Human mind
, 58
Humanness (see Ubuntu)
Humility
, 224–225
Hybridity literature
, 71
Idea of liminality
, 180
Identity politics
, 252, 254–255
Identity-reconstruction-and-development-in-context process
, 72
Ideological maps
, 251
Ideologies of management
, 168
Immigrant leaders
, 214
Immigration
, 214
crucible influence on leadership styles of global leaders
, 220–224
immigrant global leaders
, 217–219
as leadership crucible for global leaders
, 220–222
leadership crucibles
, 215–217
Impersonal reward power
, 38
Inclusion
, 74, 183–184
Independence Referendum in Scotland (2014)
, 240
“India Way”
, 169, 171
Indian business leaders
, 169–170
Indian business leadership
, 170–172
Indian enterprises leaders
, 171
Indigenous leadership styles
, 200
Individualism
, 71
Individualism-collectivism
, 22
Industrial Revolution
, 12
Informal interactions
, 136
Informal networks
, 182
Information power
, 39
Infosys
, 165
Institute of International Education (IIE)
, 127
Integrated shared leadership
, 37
Integration
, 9, 13
Integrative leadership
, 256–257
Intellectual advances
, 133
Intensive learning
, 102
Intent
, 76–77
Intentionality
, 206–207
Interconnectedness
, 53–54
Intercultural competence
, 75, 93
Intercultural Development Inventory (IDI)
, 180
assessment
, 180
Intercultural group facilitation
, 98
Intercultural interaction and communication
, 98
Intercultural learning process
, 186
Intercultural sensitivity models
, 70, 133
Interdependency
, 73–74
International branch campuses (IBCs)
, 114
International development
challenges
, 192–196
transformative change of
, 197–198
International education
, 126, 128
International immersions for graduate students
design and planning considerations for short-term study abroad
, 133–138
globalization and leadership curriculum
, 126–127
Leadership Studies
, 125
need for short-term study-abroad programs for graduate students
, 127–130
short-term study abroad in graduate leadership education
, 130–133
International leaders
, 14–15
International Research and Exchanges Board (IREX)
, 177
Internet
, 12
Internet of things
, 64
Interpretation
, 184
Iron Age
, 51
“Isomorphic” behavior
, 162
“Joined up” approach
, 257
Kansas Leadership Center (KLC)
, 187
Knowing
, 24, 75
Knowing doing-becoming cycle
, 76–78
Knowledge of international organization systems and change strategies
, 99
Laissez-faire approach
, 27
Language barriers
, 135–136
Leader(s)
, 7, 19, 23, 193, 197–198, 202–203, 207
leader power bases
, 38
leader-centric approach
, 5
leader–follower relationship
, 5–6
programs
, 149
Leadership
, 3–4, 6, 36, 62, 92, 114–115, 117, 126, 184–185 (see also Global leadership)
approach
, 198–199
assumptions and ideological barriers to global leadership collaboration
, 249–254
challenges in global crisis context
, 247
characteristics
, 22–24
components of leadership model
, 7
consciousness and
, 202–207
crucibles
, 215–217
curriculum
, 126–127
education
, 115, 126
empirical study of
, 4
evolution of theory-building
, 4–6
global dimension of
, 3, 9
for global leaders
, 220–222
of global leaders, immigration crucible influence on
, 222–224
identity
, 179
leader’s checklist
, 163
leading in new millennium
, 13–15
mindset
, 179
nature of problem
, 248–249
need for salient leadership
, 249
and organizational culture
, 24–25
orientations
, 188
overcoming fragmentation
, 252–255
practice
, 179
principles
, 162
as relational practice
, 185–186
rise of globalization 3. 0
, 11–13
style
, 5, 23, 198, 200
styles
, 214–215
team leader’s checklist
, 163
time-consuming areas for American, Chinese, and India business leaders
, 167
Westphalian International System
, 10–11
Leadership Educators
, 119
Leadership in Civic Engagement Institute
, 182
Leadership Studies programs
, 114, 119–120, 125
Leadership-as-Practice (LaP)
, 178
Leadership-without-authority models
, 152
Leading corporations in US
Chinese and Indian business leadership
, 170–172
leadership principles
, 162–167
learning
, 169
national ways
, 167–169
shareholder value
, 169–170
Lean operating system
, 171
Learning
, 169, 186–188
authentic collaboration
, 100
blended online courses and intensive residencies
, 101
competency assessment of student progress
, 102
competency framework guides learning outcomes
, 101
flexible curriculum with consistent critical features
, 101–102
intensive learning, feedback and coaching during intensive residencies
, 102
principles for MAGL program
, 99
Legitimate power
, 5, 38
of dependence
, 38
of position
, 38
of position
, 43
Lenovo
, 165
Life experiences
, 94
Linnaeus, Carl
, 58
Local leaders
, 14–15
Ly, Andrew, (founder and CEO of Sugar Bowl Bakery)
, 220
MA in Global Leadership program (MAGL program)
, 96, 104
competencies underlying Royal Roads University MAGL
, 96
curriculum
, 103–105
instructors as scholar practitioners
, 107
leading in diverse global context
, 97–98
leading sustained change in complex environments
, 98–99
learning principles for
, 99–102
personal leadership working in global context
, 96–97
students in
, 102–103
Managerial competence
, 20
Mandela Washington fellowship
, 177–178
Masculinity-femininity
, 22
“Mental complexity”
, 204
Meta-narrative of leaders
, 249, 251
Mid-level framing of leadership learning and development
, 178–179
Mindfulness
, 23
Ministry of Education (MOE)
, 114, 151
Mintzberg’s methods
, 47
Mobile tech
, 64
Model predictive controller
, 58–59
“Models of management”
, 168
Modern leadership theories
, 53
Modus operandi
, 58
Moore’s Law
, 64
Moral reasoning
, 93
Multidimensionality
, 72–73
Multinational corporations (MNCs)
, 12, 19–20, 126
Multinational enterprises (MNEs)
, 19
Multinational organizations prevalence in world
, 21
Mutual decision-making
, 45
Nadella, Satya, (CEO of Microsoft)
, 222
National identity
, 11, 208
National leaders
, 14–15
Nationalism
, 9
Neo-liberal capitalism
, 193
Neocolonialism
, 117
Neolithic period
, 61
Networked intelligence
, 23
New Green Deal
, 234–236
Nongovernmental organizations (NGOs)
, 14
Open-ended responses
, 182
Oppressive social hierarchy
, 62
Organization of Petroleum Exporting Countries (OPEC)
, 234
Organizational behavior
, 149
Organizational culture, leadership and
, 24–25
Paleolithic legacy
, 63
Pan-Africanism
, 180
Patriarchy
, 63
Peace of Westphalia
, 10
People-centered Ubuntu principles
, 55
Personal adaptability
, 97
Personal goals
, 133
Personal leadership
competencies
, 94
working in global context
, 96–97
Philosophical commitments & orientation
, 178
Place
, 70
Political inequity
, 54
Political space
, 196
Polity
, 195
Post-modern theoretical perspectives
, 71
Post-postmodern consciousness
, 206
Post-Traumatic Stress Disorder (PTSD)
, 216
Postmodern consciousness
, 204–205
Poverty
, 194
Power
, 37–38
bases
, 37–39
Practice theory
, 178
Practice-driven education
, 125
Practicums
, 131–132
Pre-dispositional traits
, 95
Preliminary analysis
, 154–157
Process factors
, 135, 136–138
Professional benefits
, 134
Professional development
, 131–132
Project implementation process
, 201
Protestant Ethic and the Spirit of Capitalism, The (Weber)
, 167
Reconciliation
, 55, 72
Referent power
, 38
Regional Vice President (RVP)
, 45–46
Relationship
, 180
Relatively less social behavior
, 60
Reliance
, 165
Remote sensing
, 64
Renewable energy
, 64
Resilience
, 97
Resonance
, 75
Resonant leadership
, 23
Responsible leadership
, 253
Revising
, 46–47
Reward power
, 38
Risks
, 195
Roman Catholic Church
, 10
Rotated shared leadership
, 37
Scholarship
, 126
Schwab, Klaus (Founder and Executive Chairman of World Economic Forum)
, 53
Science, technology, engineering, and math fields (STEM fields)
, 13
Scientific management
, 168
Scottish National Party
, 239–241
Second Industrial Revolution
, 53
“Second-tier being” stage of consciousness
, 205
“Self-authoring mind”
, 205
Self-deprecation functioning program
, 169
Self-fulfillment
, 60
Self-identity
, 203–206
Self-improvement
, 60
Self-in-systems management capability
, 97
Self-reflective practice
, 97
Self-sufficiency
, 60
“Self-transforming mind”
, 206
Sensemaking
, 255
Servant leadership
, 53
Service learning
, 131–132
Shared leadership
, 36–37, 150
in action
, 44–47
and bases of power
, 42–44
empirical evidence of shared leadership
, 39
for global future
, 47–49
nature of global leaders’ work
, 39–42
Shared narrative of leadership
creating shared narrative
, 29–30
cultural conflict in workplace
, 28–29
cultural dimensions in workplace
, 21–22
cultural narratives on leadership
, 27–28
increasingly diverse organizations
, 19–20
leadership and organizational culture
, 24–25
leadership characteristics
, 22–24
narrative role on leadership
, 25–26
prevalence of multinational organizations in world
, 21
Shareholder
activism
, 170
value
, 169–170
Short-term study-abroad programs (see also MA in Global Leadership program (MAGL program))
challenges and benefits of study abroad for graduate students
, 128
design and planning considerations for
, 133
dimensions influence design and experience
, 134
in graduate leadership education
, 130
graduate student demographics and interests in short-term study abroad
, 128–130
for graduate students
, 127
objectives for students
, 133–134
process factors
, 136–138
research process and sample
, 130–131
structural factors
, 135–136
types
, 131–133
Smart manufacturing
, 64
“Social Brain” hypothesis
, 59
Social discourse
, 253
Social space
, 196
SONY Group
, 20
Space
, 70
Sponsorship requirements and other partnerships
, 103
Stakeholders
, 198–199, 201
Strategic navigation
, 23
Structural factors
, 134–135, 135–136
Structured looseness
, 27
Student learning community creation
, 105–107
Student progress, competency assessment of
, 102
Students in MAGL program
, 102–103
Study-abroad programs
, 149
Sturgeon, Nicola
, 239–241
Sub-Saharan context, leadership in
building capacity for global leadership
, 181
context
, 177–178
curriculum and programmatic level
, 179–181
discourses of leadership and relationship
, 184–186
inclusion
, 183–184
learning, disruptive moments, and cycle of culture shock
, 186–188
mid-level framing of leadership learning and development
, 178–179
philosophical commitments and orientation
, 178
research study
, 181–182
Supraterritorial relations
, 90
Supremacy of business
, 168
Sustainability Development Goals (SDGs)
, 193
System leadership
, 201–202
Tanzanian process of interdependency
, 74
Tata Group
, 165–166
Taylorism
, 168
Teacher-centered educational culture
, 117
Technological innovation
, 3
“Technologies of self”
, 179
Technology
, 35
Tension
, 72
Territorial elements
, 70
Theory U
, 207
Theory-building, evolution of
, 4–6
“Think and act strategically” principle
, 163
Third Industrial Revolution
, 53
3D printing
, 64
Time magazine
, 234
Trade
, 11
Traditional leadership
, 69
Traffic congestion
, 250
Trait Approach
, 4
Transform socio-economic political systems
, 192
Transformational leadership
, 5, 53, 198, 200
Transformative dialogue
, 79–80
Transitional countries
, 193
Transnational higher education (TNE)
, 114
Transportation
, 64
“Tripod Ontology of Leadership”
, 180
Trump administration
, 230–231
Ubuntu
, 51, 63
Ubuntu leadership
, 55
Ukama
, 52
Ulukaya, Hamdi, (founder and CEO of Chobani Yogurt)
, 222
UN Climate Action Summit
, 234
United Nations Development Programme (2015)
, 194
University education programs
, 95
University leadership programs
, 95–96
University-based leadership education
competencies underlying Royal Roads University MAGL
, 96–99
creating student learning community
, 105–107
forces of globalization
, 91–92
global leadership education
, 95–96
globalization depends on connections and relationships
, 90–91
learning principles for MAGL program
, 99–102
MAGL curriculum
, 103–105
MAGL instructors as scholar practitioners
, 107
relationship building competencies required of global leaders
, 92–94
sponsorship requirements and other partnerships
, 103
students in MAGL program
, 102–103
university programs
, 107–108
US Department of State
, 177–178
Values
, 28
Vanke
, 165
“Vertical leadership”
, 63
Virtual immersions
, 133
Visioning
, 46
Volatile, uncertain, complex and ambiguous (VUCA)
, 152, 193, 198
Voluntary engagement with fear
, 56–57
“War on Terror”
, 253
WaterOrg
, 44–45
Western course design
, 118
Western leader-centric approach
, 6
Western Leadership Studies Programs in China
in opposition of
, 116–119
in support of
, 115–116
Western national-security agencies
, 234
Westphalian International System
, 10–11
White power ideology
, 236
Jacinda Ardern
, 237–238
“Whole of government” leadership approaches
, 257
Wicked problem
, 253
Workplace
cultural conflict in
, 28–29
cultural dimensions in
, 21–22
diversity in
, 26, 30
“Worldcentric” stage of consciousness
, 204
X-Culture program
, 132
Yin and Yang concept
, 113
call
, 120–121
in opposition of Western Leadership Studies Programs in China
, 116–119
in support of Western Leadership Studies Programs in China
, 115–116
weighing balance
, 119–120
Western ideologies
, 114–115
Zoom app
, 13
- Prelims
- Part I: The Connection between Leadership and the Global Context
- 1. The Global Dimension of Leadership
- 2. In Search of a Shared Narrative of Leadership
- 3. Global Leadership is Shared Leadership: How Smart Global Leaders Build Cultures of Collaboration to Drive Results and Get Things Done
- 4. Homo Ubuntu Leadership for the Twenty-first Century
- 5. Global Resonance and Global Leader Identity: Completing the Cycle of Knowing, Doing, and Becoming
- Part II: The Study of Global Leadership
- 6. University-Based Leadership Education for Professionals Working in the Globalized Context
- 7. Yin and Yang: Opposing Viewpoints on Western-Based Leadership Studies Programs in Mainland China
- 8. International Immersions for Graduate Students of Global Leadership
- 9. Recent Developments in College Leadership Education in Japan
- Part III: The Practice of Global Leadership
- 10. Leading Corporations in the US and Other National Settings: What will be Common to their Leadership, and What will be Different?
- 11. The Practice and Impact of Leadership in a Sub-Saharan Context
- 12. The Impact of Globalization and the COVID-19 Pandemic on Leadership in International Development: The Need for Adaptive Transformational System Leadership and Expanded Consciousness
- 13. Immigration as a Leadership Crucible among Global Leaders
- 14. From a Sea of Grey to a Sky of Blue: Global Women Leaders Providing Rays of Hope
- 15. Leadership Challenges from the Edge of Experience in the Global Crisis Context
- Index