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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 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 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.

The purpose of this study was to better understand how lesson study (LS) impacts the pedagogy and attitudes of teachers in varied sociocultural contexts. The authors investigated responses of teachers in Kenya and the USA who were new to LS.

Teacher interviews after LS were qualitatively and inductively analyzed with Teacher Education and Development Study: Learning to Teach Mathematics as a conceptual/analytical framework.

Results varied between Kenyan and US teachers. Kenyan teachers reported increases in content and pedagogical content knowledge. They suggested participating in LS was an enjoyable, productive struggle and emphasized the value of planning for lessons and the role of the outside expert. US teachers described consideration of students' needs, abilities, and learning strategies. They described LS as a positive experience, even though making time for the process was challenging. Procedurally, US teachers valued research and collaboration. Although both the process and responses differed, US and Kenyan teachers' reflections highlight affordances of LS.

This study is a small-scale, comparative case study. Future research could ask similar research questions in other contexts and with greater numbers of participants.

Views of teaching and learning and typical structures for teachers' professional learning vary by context; these factors should be considered when planning and implementing LS.

The study responds to an identified need to learn more about how LS contributes to teachers’ different views of teaching and learning, which are embedded in various sociocultural settings.