Search results

This issue is a selected bibliography covering the subject of leadership.

In this chapter, J. Stewart Black reflects on his 30 years of working with global leaders from over 100 countries in executive development programs at the Tuck School of Business at Dartmouth College, Thunderbird, the Ross School of Business at the University of Michigan, IMD, and INSEAD, and in numerous research projects, consulting experiences, and advisory roles. In his reflections, he discusses the increased relevance of global leadership for today’s firms, what he believes the key capabilities are for effective global leadership, and what the implications of those capabilities are for developing global leaders.

Hal Gregersen is one of the pioneers of the field of global leadership. Along with J. Stewart Black and Allen Morrison he created one of the early foundational competency models in the field that was published in their book, Global Explorers: The Next Generation of Leaders (1999). Since that time, Hal has studied the skills associated with innovative leadership with Clayton Christensen and Jeff Dyer. A good introduction to this research is their award-winning book, The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators (2011). His most recent book, Questions are the Answer: A Breakthrough Approach to Your Most Vexing Problems at Work and in Life (2018), explores the art of questioning – a skill he argues is critical to leadership productivity. We were curious about Hal's research journey from the study of global leaders to his current research focus – the power of questions – and he graciously agreed to be interviewed for this volume of Advances in Global Leadership. Hal is a Senior Lecturer in Leadership and Innovation at the MIT Sloan School of Management. Before joining MIT, he taught at INSEAD, London Business School, Tuck School of Business at Dartmouth College, Brigham Young University, and in Finland as a Fulbright Fellow.

Ineffective expatriate performance and premature returns have been found to relate primarily to an inability to adjust to the foreign environment rather than a lack of technical competence. Research has identified three dimensions of expatriate adjustment: adjustment to work, adjustment to interactions with people in the foreign country and general adjustment to the culture and living conditions. Five major factors that have been found to influence these dimensions of adjustment and research using these factors provides a framework to help international firms understand and take a more active role in facilitating expatriate adjustment.

Getting global leadership right is a huge challenge for companies. Having the right leaders has an impact on not only employee attitudes towards globalization but also their engagement levels and approach to working with colleagues across borders. Because of physical distance, language, and cultural differences global leaders face a huge challenge of generating and maintaining trust throughout the organization. The keystone of trust is the character of global leaders. In this chapter, we discuss our research on the role of character in global leadership. In particular we address the challenges of demonstrating character with a particular emphasis on maintaining integrity and connecting with people with different cultural norms and expectations.

THE considerable difficulties encountered in designing a test rig which would allow of unbroken fuel supply from tanks whose attitude was being changed continuously was successfully overcome.

In this paper, I describe two characteristics of successful global leaders: inquisitiveness and duality. First I show how being inquisitive helps global leaders learn quickly about unfamiliar environments. Inquisitive leaders create opportunities to learn and ask questions about what they see. Then I show how the dual focus of a global perspective helps leaders manage opportunities for global integration and requirements for local responsiveness.