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Book part
Publication date: 19 October 2020

Natalia Fey

International experience (IE) has been acknowledged to be the most useful method for developing global leaders. However, not everyone benefits equally from IE. During the…

Abstract

International experience (IE) has been acknowledged to be the most useful method for developing global leaders. However, not everyone benefits equally from IE. During the last two decades, our understanding of why this is the case and how global leaders learn from IE has rapidly increased. Several individual and organizational enablers facilitating global leader learning from IE have been identified in the literature, as have learning mechanisms that make such learning possible. However, the literature remains fragmented, and there is a great need to integrate the findings in the field. Therefore, the present paper systematically examines peer-reviewed studies on global leaders' learning from IE published between 1998 and 2019. The study contributes to the extant literature by identifying and integrating individual enablers, organizational enablers, and key learning mechanisms from global leaders' IE and by suggesting topics for future research.

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Book part
Publication date: 26 November 2018

Pooja B. Vijayakumar, Michael J. Morley, Noreen Heraty, Mark E. Mendenhall and Joyce S. Osland

In this contribution, we systematically review the extant global leadership literature to identify important bibliometric and thematic patterns in evidence in this…

Abstract

In this contribution, we systematically review the extant global leadership literature to identify important bibliometric and thematic patterns in evidence in this evolving field of scholarship. Conceptualizing the phenomenon to include leaders/managers/supervisors who hold global, expatriate, or international positions, we draw out insights accumulated from a total of 327 published articles in key management and organizational behavior journals listed in Scopus. Our analysis proceeds in two sequential phases. Our bibliometric analysis first identifies the most cited articles, most published first authors, country bases of first authors, and frequently publishing journals in this field. This characterizes both the diversity and innovative nature of scholarship in the field. Our thematic content analysis, generated through Nvivo 11, isolates two dominant overarching themes that represent the wellspring for the body of literature, namely global leader development and global leader effectiveness. These themes of development and effectiveness are further explicated through six distinct lenses namely cultural, cognitive, learning, personality trait, social/relational, and political. These lenses are underpinned by a suite of theoretical perspectives encompassing individual, system, and contextual considerations. In combination, these sets of analyses bring added systematics to the field and serve as a point of departure for future inquiry.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78754-297-6

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Abstract

Details

Global Leadership Talent Management
Type: Book
ISBN: 978-1-78714-543-6

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Article
Publication date: 18 May 2015

Sonia Taneja, Scott S. Sewell and Randall Y. Odom

The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in…

Abstract

Purpose

The purpose of this paper is to develop a model that identifies the strategies that have the ability to create a culture of employee engagement for global managers in making the tactical adaptations necessary to develop and implement global strategy in an increasingly complex and dynamic marketplace.

Design/methodology/approach

The authors focused on the global managers charged with the responsibilities of developing and creating a culture of employee engagement as an important strategy for the competitive advantage of organizations.

Findings

Employee engagement should be viewed as a long-term commitment between the employees and the organization, each supporting the other in an era of increasing international operations. In fact, employee engagement is an important strategy for long-term organizational sustainability in international markets.

Practical implications

Employee engagement is critical to the management and retention of talented employees in the organization. It can be achieved by managing global mobility in increasingly complex global workplaces; talent so that it enhances business results; training and development; rewards, recognitions and engagement; manager/employee communication and interaction; and leadership and development.

Originality/value

In today’s global society, it is critical for organizational leaders to focus on creating a culture of employee engagement to attract and retain quality employees in an increasingly competitive market. Engaged employees are more committed to their work and feel connected to the success of their organization. In addition, they are more likely to believe in their organization’s values, mission and vision. The increasing utilization of boundary less organizations poses a challenge for leaders who strive to create and maintain employee engagement within an organization.

Details

Journal of Business Strategy, vol. 36 no. 3
Type: Research Article
ISSN: 0275-6668

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Book part
Publication date: 26 November 2018

Janet Ann Nelson

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector…

Abstract

Although managing global change is one of the key competencies demanded of global leaders, it is one of the most under-researched topics in the field (Lane, Spector, Osland, & Taylor, 2014). This chapter shares findings from a recent qualitative study that examined how global business leaders navigate complex global changes. Data were collected from 23 global business executives working for 20 unique global enterprises, in 12 different functions, through a pre-interview participant qualifying profile, an in-depth semi-structured interview, and follow-up verification. Findings reveal that global business executives are contextual leaders who juggle both global task and global relationship complexities. The paradox is the process they employ to navigate continuous change, enabled by sensemaking. Finally, as agile learners, they prove that the global leadership capabilities required to navigate paradox can be learned.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-78754-297-6

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Article
Publication date: 1 July 2020

Yoshie Tomozumi Nakamura

The purpose of this study is to better understand what components impact the creation of organizational leaders’ social capital. The study further seeks to illuminate the…

Abstract

Purpose

The purpose of this study is to better understand what components impact the creation of organizational leaders’ social capital. The study further seeks to illuminate the effects of participating in a leadership development seminar on the creation of social capital in global contexts.

Design/methodology/approach

The data was collected through questionnaires from 540 leaders across 69 countries of a global firm. The hypotheses that were developed from existing literature were tested using regression analysis. Quantitative scales were created by averaging the responses to the pertinent survey items. The reliability of these scales was assessed with Cronbach’s alpha. Factor analysis was performed to assess whether the items from each scale measure distinct constructs.

Findings

The results of this research showed effects of three components (interactive opportunities, individual-owned resources and motivational interactivity constraints) on social capital. Specifically, the research substantiated that these components differently impacted advice ties and social relations.

Research limitations/implications

The study showed that firm leaders’ advice ties and social relations were differently impacted by identified components. With this in mind, organizations need to consider how they enhance and maintain the balance between advice ties and social relations among their leaders.

Originality/value

Empirical testing targeting organizational leaders in a global firm helped reveal findings in which variables impact their social capital. Based on the findings, this paper presents a framework that shows the identified components’ impacts on social capital ties and social relations.

Details

European Journal of Training and Development, vol. 45 no. 2/3
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 6 May 2014

Jordi Canals

Global corporate strategy has moved faster than global leadership development in many companies. This outcome has created some leadership problems: global companies may…

Abstract

Purpose

Global corporate strategy has moved faster than global leadership development in many companies. This outcome has created some leadership problems: global companies may not have enough leaders in their growth markets or leaders with the required global competencies in their headquarters. The purpose of this paper is to offer some concepts that may help companies tackle those problems.

Design/methodology/approach

This paper has a conceptual basis. It draws on previous theoretical knowledge on global leadership development and the experience of some leadership programs in global companies.

Findings

The first is that global leadership competencies should be based on the functions that global leaders need to perform and their specific context, not on some theoretical notions isolated from the business context. The second is the need for alignment of global leadership development with the firm's purpose and strategy. The third is that CEOs’ commitment is a key factor in making global leadership initiatives successful.

Research limitations/implications

This is a conceptual paper based on business experience. It needs to be complemented with additional empirical work.

Practical implications

Global leadership development should be based on real global business functions. Global leadership development should be aligned with the firm's purpose and strategy and its success depends on CEOs’ commitment.

Originality/value

The study of global capabilities needs to observe what happens in companies that have global leadership programs. Global leadership development takes place in specific organizations. This paper gets theory closer to the practice of global leadership development.

Details

Journal of Management Development, vol. 33 no. 5
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 31 May 2021

Claudia Knoll and Dietmar Sternad

This article investigates which criteria and processes are used to identify global leadership potential (GLP) in multinational corporations.

Abstract

Purpose

This article investigates which criteria and processes are used to identify global leadership potential (GLP) in multinational corporations.

Design/methodology/approach

First, the literature at the intersection between leadership potential and global leadership is reviewed to identify a set of criteria that can be used for assessing GLP. The findings are then validated in a qualitative study against a sample of nine global corporations.

Findings

Several traits (integrity and resilience), attitudes (learning orientation, motivation to lead, change orientation, drive for results, customer orientation and a global mindset) and competencies (cognitive complexity and intercultural, interpersonal, leadership, learning, change and business competencies) are associated with GLP. The core steps in the GLP identification process are nomination, assessment and confirmation. These steps can be complemented by a preassessment phase and a subsequent talent dialogue.

Practical implications

The results of this research can inform human resource (HR) management practitioners in their endeavor to successfully identify and assess potential future global leaders.

Originality/value

Prior research has focused either on defining global leadership or on assessing leadership potential in general, without a clear focus on identifying global leaders. In this article, the two concepts of global leadership and leadership potential are combined, thus providing an integrated content and process model that indicates how global corporations select their future global leaders.

Details

Journal of Management Development, vol. 40 no. 4
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 10 April 2017

Inju Yang and Ming Li

This paper aims to examine how leaders’ avoidance influences followers’ attitudes and well-being in China. Although conflict avoidance is one of the most commonly used…

Abstract

Purpose

This paper aims to examine how leaders’ avoidance influences followers’ attitudes and well-being in China. Although conflict avoidance is one of the most commonly used conflict resolution styles in China, there has surprisingly been no explicit investigation of the effects of leaders’ avoidance.

Design/methodology/approach

Data were collected from 245 subordinates in three large companies in the People’s Republic of China through an online survey. Multiple regression analysis was adopted to test three sets of competing hypotheses.

Findings

Leaders’ avoidance behavior is positively related to followers’ perception of justice, supervisory trust and emotional well-being in Chinese organizations.

Originality/value

This paper joins growing attempts to consider conflict management in the context of leadership. To the best of the authors’ knowledge, this is the first study to examine empirically the relationships between a team leader’s avoidance behavior and his or her subordinates’ perceptions of justice, supervisory trust and emotional well-being in a single study. The findings are provoking by illustrating positive effect of leader’s conflict avoidance behavior in China. This paper supports that conflict avoidance could be a sustainable rather than one-off strategy by a leader, and that identifying conditions (e.g. culture) that affect the outcomes of conflict avoidance is important.

Details

International Journal of Conflict Management, vol. 28 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

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Book part
Publication date: 26 November 2018

Ann M. Herd, Denise M. Cumberland, William A. Lovely and Allan Bird

While international learning programs have received a great deal of attention and have been found to provide valuable learning experiences for participants interested in…

Abstract

While international learning programs have received a great deal of attention and have been found to provide valuable learning experiences for participants interested in developing global leadership competencies (GLCs), they are resource-intensive and variably effective. This chapter examines the relatively unexplored use of assessment center (AC) methodology as a complementary avenue for developing students’ GLCs. Scholarly literature sources pertaining to GLCs and their development, experiential learning theory, and AC methodology are reviewed to develop a conceptual model and propositions related to participants’ learning in an AC designed to develop GLCs. An example is described of one university’s design and facilitation of an AC used to develop students’ GLCs. The role of AC methodology, along with international and other learning experiences for developing students’ GLCs, and recommendations for future research, are discussed.

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