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In this concluding chapter, the editors reflect on the value-added contributions of the papers in this volume toward a better understanding of global leadership effectiveness. After highlighting some of those contributions, the editors then discuss relevant directions for future research in global leadership effectiveness and organize their discussion around (1) antecedents, (2) conditions, and (3) dimensions of global leadership effectiveness. They conclude by listing some of the paramount research questions they believe should be addressed for the field to move forward in mapping the dimensions and dynamics of global leadership effectiveness.

In this chapter, we theorize that metaperceptions (beliefs about how one is viewed by others) derived from social identity categories will influence intrapersonal processing and resultant member interaction patterns in diverse work groups. In turn, such patterns of interactions will affect the quality of emergent states within diverse groups, ultimately impacting group-level outcomes. We will extend previous work in this area by examining the formation, nature, and consequences of metaperceptions in workgroups within which individuals vary with regard to social identities. In addition, we will describe the implications of metaperceptions for the effective leadership of diverse groups.

Understanding the impact of diversity on group process and performance has been the focus of much research, yet there are still unanswered questions about how diversity impacts group process and performance. One factor that is clearly a consequence of group composition is affective tone. In this chapter, we discuss the impact of diversity and homogeneity on affective responses from group members and argue that the relatively negative affective tone experienced in diverse groups may fuel more systematic information processing and improve decision-making performance. The implications for managing both positive and negative affect in groups will be considered.

Fostered by technological developments and globalization, culturally diverse teams are becoming a mainstay of organizational strategy. As the use of multi-cultural teams continues to increase, it becomes paramount to understand the mechanism(s) by which leaders can promote effectiveness within these teams. Despite this need, there are numerous challenges facing those who seek to understand these phenomena and move science and practice forward. The purpose of this chapter is to present a few of these challenges and approaches which can assist in mitigating these challenges. Finally, we identify what we see as key research needs within this area.

This chapter examines the processes by which a group's racial composition affects its performance and the social-cognitive tendencies of its individual members. Drawing on published and unpublished experiments regarding group composition and interracial interaction, this review demonstrates that the information exchange perspective on diversity – in which demographic heterogeneity is expected to translate into informational heterogeneity – is more complicated than some have suggested, and is not wholly responsible for the positive performance effects of racial diversity. Indeed, many of the benefits of diversity can be attributed to the impact of heterogeneous settings on White individuals, as well as to motivational and other non-informational processes.