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Success in the global marketplace depends on a manager’s ability to provide leadership. Exceptional success depends on sustaining extraordinary performance. Are there…
Success in the global marketplace depends on a manager’s ability to provide leadership. Exceptional success depends on sustaining extraordinary performance. Are there universal behaviours which are consistent around the world? Are there subtle differences of emphasis which vary across different nationalities or corporate environments? Senior executives were polled in two major divisions of a global petroleum company and from its major subsidiaries around the world. They were asked to describe examples of exceptional organizational performance and to identify the key leadership behaviours which they saw as explaining or accounting for the extraordinary outcomes. Content analysis led to a few key leadership behaviours being identified. The major finding was that the main dimensions of leadership for extraordinary performance are universal. Only a few variations in emphasis existed among six different regions of the world. Also there were some clear leadership differences, long established in the folklore of the company, associated with different corporate cultures in the two major divisions.
This essay reflects on over two decades of developing global leaders while simultaneously studying global leadership phenomena. Global leadership is leading across…
This essay reflects on over two decades of developing global leaders while simultaneously studying global leadership phenomena. Global leadership is leading across contexts. Because the contexts of global business continuously evolve, so too must our understanding of global leadership and our research about it. When research and practice inform each other in constant iteration, we can develop knowledge that is robust and relevant, and identify emerging ideas that shape future knowledge and practice. The essay suggests that exceptional, high-impact global leaders demonstrate two characteristics in addition to the competences and qualities identified in most research. Self-acceptance is an internal orientation, an acknowledgement of one’s own strengths, weaknesses, and reasons for leading. It underlies the ability to manage the impact of one’s self on others, and creates a leadership space for empowerment of others. Community transcendence is an external orientation, an acknowledgement of the primacy of local for creating meaning in business and work. It enables a leader to take on a local identity and create a leadership space for the community to succeed through the global organization. The essay concludes with speculation on the future importance of these two qualities.