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Book part
Publication date: 21 July 2017

Claudy Jules

Nonprofits that expand their work beyond their home country’s borders have to perform in unfamiliar territory, with unfamiliar risks, in cooperation or collaboration with…

Abstract

Nonprofits that expand their work beyond their home country’s borders have to perform in unfamiliar territory, with unfamiliar risks, in cooperation or collaboration with unfamiliar people, on topics or problems that likely sit at the intersection of public, private, and social sectors. How can a global nonprofit’s leaders best prepare themselves to meet these challenges when taking an organization global or seeking to gain traction in new geographies? To answer these questions, this chapter describes four prominent ensemble configurations, and then suggests what global nonprofits can do to develop leaders who can pull the most value from diversity. It also describes four distinct “blueprints” for operating models, and how to shift to a different model, as a leadership team, with members who, together, possess a deep knowledge of the various markets in which the nonprofit operates.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78714-698-3

Keywords

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Book part
Publication date: 21 July 2017

Abstract

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78714-698-3

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Article
Publication date: 27 April 2012

Robert J. Thomas, Joshua Bellin, Claudy Jules and Nandani Lynton

Companies that operate globally have to be adept at managing certain tensions: between global and local, between differentiated and integrated and between many cultures

Abstract

Purpose

Companies that operate globally have to be adept at managing certain tensions: between global and local, between differentiated and integrated and between many cultures and one organizational culture. So the authors aim to interview top managers to study how global leadership teams are coping with these challenges.

Design/methodology/approach

Over the past year, Accenture researchers interviewed more than 40 CEOs and top leaders at multinational companies to shed light on how they handle the “creative tensions” of competing on a global scale.

Findings

Three attributes were repeatedly cited as enhancing the performance of top teams and their companies: a clear charter and operating principles; the need to be agile about the way they think and whom they draw into the decision‐making processes; and the ability to “change ahead of the curve,”

Practical implications

The article describes how successful firms address each of the three challenges the leaders identified.

Originality/value

The article includes a diagnostic that leaders can use to see how they compare with highly successful global firms.

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Article
Publication date: 17 August 2012

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

It's a cliché to say that something has been carried out with military precision. Yet this phrase perfectly emphasizes the important role efficiency plays in the successful execution of a task. Efficiency is particularly imperative where leadership is concerned. Just ask the US armed forces. It's clearly no coincidence that the military service allocates considerable resources to leadership development programs (LDPs).

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 26 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

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Article
Publication date: 27 April 2012

Catherine Gorrell

Abstract

Details

Strategy & Leadership, vol. 40 no. 3
Type: Research Article
ISSN: 1087-8572

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