Leadership and Organizational Behavior by Joshua Bonney (original) (raw)
Related papers
Global Leadership: How to Lead Multicultural Teams Effectively?
Journal of Intercultural Management, 2017
Global leadership is a buzz word in today’s business world. It is not clearly defined however who global leaders are: Do they work abroad or with people from different nationalities? Are they themselves living abroad or having a cross-cultural background? Are they leading virtual or non-virtual teams? Do global leaders exist or is not every leader a global leader in today’s world? The following article gives a definition of global leadership and compares it with other leadership profiles: local, expat and glocal leadership. Another challenge about global leadership are the expectations towards this group of people: their expertise, skills and personality. Global leaders seem to be the answer to many questions of our globalised world. This paper describes the challenges global leaders encounter and the competencies they are supposed to dispose of. Interviews with global leaders and their teams show the way they deal with those challenges in practice. Finally, the results of the inter...
Organization Science, 2021
In an era of globalization, it is commonly assumed that multicultural experiences foster leadership effectiveness. However, little research has systematically tested this assumption. We develop a theoretical perspective that articulates how and when multicultural experiences increase leadership effectiveness. We hypothesize that broad multicultural experiences increase individuals’ leadership effectiveness by developing their communication competence. Because communication competence is particularly important for leading teams that are more multinational, we further hypothesize that individuals with broader multicultural experiences are particularly effective when leading more versus less multinational teams. Four studies test our theory using mixed methods (field survey, archival panel, field experiments) and diverse populations (corporate managers, soccer managers, hackathon leaders) in different countries (Australia, Britain, China, America). In Study 1, corporate managers with b...
Leadership Strategies in Cross-Culture Settings
Advances in Logistics, Operations, and Management Science
Leadership in cross-cultural settings has become more and more demanding in the current complex world. Globalization on one hand and local aspirations on the other is creating a need of new breed of leadership who can manage the workforce and organization spread across multiple cultures in a cohesive manner to produce sustained business results. This chapter presents a detailed inquiry of cultural issues and outlines the factors behind their emergence. It also provides a framework to understand the leader preparation required and best practices to be used to be successful. For students and academicians, the topics of this chapter would provide a theoretical roadmap as well as practical insights bringing out unique understanding of this important subject. For managers, this chapter is comprehensive insight laced with practical wisdom which is ready for implementation. The word leader is used to cover managers at all levels who have to manage diverse multi-cultural teams.
2016
This chapter summarizes the field of cross-cultural and global leadership research. It starts with a brief historical overview and descriptions of international landmark projects of high impact until today. The progress achieved in the field since about the mid 1990s is critically reviewed along fundamental research questions, for example: Which definitions of leadership are appropriate for cross-cultural study? Which approaches to culture are suitable for studying leadership? Which focus on leadership to take – leadership differences or communalities across cultures? What is the magnitude of cultural effects on leadership? What is the moderating role of culture on the relationship between leadership and other relevant variables? What methodological issues have been and still need to be resolved in crosscultural leadership research? With that as a foundation, the chapter delineates how the findings of contemporary cross-cultural leadership research can enhance managerial practice. T...
In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE
Academy of Management Perspectives, 2000
Global leadership has been identified as a critical success factor for large multinational corporations. While there is much writing on the topic, most seems to be either general advice (i.e., being open minded and respectful of other cultures) or very specific information about a particular country based on a limited case study (do not show the soles of your shoes when seated as a guest in an Arab country). Both kinds of information are certainly useful, but limited from both theoretical and practical viewpoints on how to lead in a foreign country. In this paper, findings from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide leadership differences. We use a hypothetical case of an American executive in charge of four similar teams in Brazil, France, Egypt, and China to discuss cultural implications for the American executive. Using the hypothetical case involving five different countries allows us to provide in-depth action oriented and context specific advice, congruent with GLOBE findings, for effectively interacting with employees from different cultures. We end the paper with a discussion of the challenges facing global executives and how corporations can develop useful global leadership capabilities.
Leadership research in an international and cross-cultural context
The Leadership Quarterly, 2004
In this exchange of theoretical letters, Terri Scandura and Peter Dorfman discuss leadership research in an international and cross-cultural context. In particular, they focus on leadership cultural-specifics and leadership cultural-universals in a post-Global Leadership and Organizational Behavior Effectiveness (GLOBE) project world. The exchange covers theoretical, methodological, and practical issues in cross-cultural leadership research.
Global leadership has been identified as a critical success factor for large multinational corporations. While there is much writing on the topic, most seems to be either general advice (i.e., being open minded and respectful of other cultures) or very specific information about a particular country based on a limited case study (do not show the soles of your shoes when seated as a guest in an Arab country). Both kinds of information are certainly useful, but limited from both theoretical and practical viewpoints on how to lead in a foreign country. In this paper, findings from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide leadership differences. We use a hypothetical case of an American executive in charge of four similar teams in Brazil, France, Egypt, and China to discuss cultural implications for the American executive. Using the hypothetical case involving five different countries allows us to provide in-depth action oriented and context specific advice, congruent with GLOBE findings, for effectively interacting with employees from different cultures. We end the paper with a discussion of the challenges facing global executives and how corporations can develop useful global leadership capabilities.
2021
The world today is more integrated than ever before, with international trade and multinational corporations being a prominent part of global commerce. To lead successfully through such globalization, leaders must bring global mindsets and perspectives to their organizations to navigate critical differences in behaviors and worldviews by each unique country or culture. This study explores whether global, cross-cultural leaders make better decisions which ultimately lead to better outcomes for global corporations by exploring the relationship between cross-cultural leaders and successful organizations as measured by customer satisfaction, employee engagement and development, innovation, social responsibility, financial strength, and stock performance. This study collected data on 120 publicly traded companies headquartered in the United States. I hypothesized that there is a positive relationship between cross-cultural leaders and successful companies. The results indicate that cross...