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Manfred Kets de Vries, one of the pioneers in the field of global leadership, was interviewed on the topic of global leadership development. He described various intervention techniques he utilizes in his Challenge of Leadership program at INSEAD – a year-long seminar aimed at CEOs – that include exercises, life case studies, 720-degree feedback instrumentation, and the use of the group coaching intervention technique to create a “transitional space” or safe environment where senior executives can be both vulnerable and honest; a place where they can experiment with new ways of dealing with their world. Kets De Vries’s reliance on psychodynamic-systemic concepts, given his background as a psychoanalyst and management professor, was also explored. In addition, he discussed the future of global leadership development and the role business schools can play in producing global leaders.

This study compares multi-rater leadership evaluations of 1,748 executives in 10 national clusters to determine whether leaders in the East and West display different global leadership behavioral patterns. Data were collected via the Global Executive Leadership Inventory (GELI), which measures 12 dimensions of global leadership behaviors. The 360-degree GELI also provided feedback data from the executives’ 13,166 superiors, peers, and subordinates. Based on multilevel modeling analysis of self-ratings and observer ratings, findings indicated that the executives generally display similar patterns of global leadership behavior, but there are significant cultural differences on some leadership dimensions.

A brief review of merger and acquisition (M&A) publications, while indicating high failure rates, also indicate that few studies have neither focused on the pre-merger period nor the contributions from leaders and managers, and especially during that period. Additionally, there are limited “behavioral due diligence” (BDD) assessment(s). This chapter begins with a brief overview of definitions. It continues with a data-driven presentation focused on the limited publications and research of M&A pre-mergers (compared with the post-M&A period). This is followed by discussions on M&A-related BDD and leader/manager tasks, activities, and issues. These dialogues set the foundation for M&A actions, and research, focused on leaders and managers relative to BDD in the pre-merger phase. This chapter will close with recommendations of “going forward” and a conclusion.

As we challenged you at the outset, our hope with this book was to do more than inform you. Rather we hope that it will catalyze you to think and act in transformational ways as you address the complex, yet delicate world of healthcare. The tapestry of ideas presented on these pages pulls you through multiple perspectives and healthcare venues big and small. They address revised views on common practice, reframe long-standing management principles, and push at the very edge of how we can continue to make healthcare a healthy and vibrant organizational experience.

Global leadership research published in the form of journal articles, scholarly book chapters, and theses and dissertations from 2015 to 2020 are tabulated to ascertain patterns in the field regarding the quantity of publication in the field, type of research being conducted, authorship patterns, type of theory that is utilized, and linkages of research to related phenomena. We compare our findings to previous research and discuss implications for the future evolution of the global leadership field.

In the global world we live in, organizations have become progressively complex. “C” organizations have been replaced by “I” organizations, implying that we have moved from organizations permeated by a command, control, and compartmentalization orientation, to organizations distinguished by cultural signifiers such as interaction, information, and innovation. Effective teamwork will be essential to make these complex, highly diverse, increasingly virtual structures work.

Given the complexity of teamwork, this chapter discusses some of its benefits and drawbacks. Particular attention is given to possible team killers. Given the darker side of teams, a group coaching intervention technique is presented to resolve this daunting challenge. Taking this approach will help the members of a team to take control of their key team functions: setting direction, creating alignment throughout the organization, and building the commitment of everyone needed to accomplish organizational objectives.

To explore this intervention technique, the notion of the clinical paradigm is introduced, meaning using a psychodynamic-systemic lens that focuses not only on what is directly observable, but also on out-of-awareness behavior. The five premises that characterize the paradigm are described. It is suggested that applying the clinical paradigm within group coaching setting helps to tease out the central interpersonal role in which executives consciously and unconsciously cast themselves. It also helps explore the complementary roles they take on in an executive role constellation, creating tipping points for change. In addition, a number of other intervention techniques are introduced that help foster change.