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- Zander, Lena, et al.
(författare)
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Cultural Mythology and Global Leadership in Sweden
- 2009
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Ingår i: Cultural Mythology and Global Leadership. - Cheltenham : Edward Elgar Publishing. - 9781847204035 ; , s. 166-186
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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| 5. |
- Zettinig, Peter, et al.
(författare)
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A World of Learning : The future of management education based on academia and practitioner ‘Universitas’
- 2020
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Ingår i: Research Handbook of Global Leadership. - Cheltenham : Edward Elgar Publishing. - 978 1 78254 534 7 - 978 1 78254 535 4 ; , s. 393-407, s. 393-407
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- The chapter is rethinking the role of the university as a producer and consumer of knowl¬edge in the contemporary twenty-first-century context. It questions especially the way current and future leaders are “trained” to acquire standardized skill sets through propri¬etary “off-the-shelf” executive education. To explore roads for enhancing innovation and legitimacy of businesses and the standing of their global leaders, we revisit developments that occurred in different university models over a millennium. The universitas, defined as a community of students and masters, has been a surprisingly adaptive model which we believe can be more effective than ever if reintroduced in executive education today. The resulting “world of learning” draws on traditional university core values of creating an open and inclusive world of learning that is made of an informed, interconnected and mobile community of learners that grows and produces value by collectively engaging with contemporary challenges.
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- Butler, Christina, et al.
(författare)
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The New Millennial Global Leaders : What a difference a generation makes!
- 2020
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Ingår i: Research Handbook of Global Leadership<em></em>. - Cheltenham : Edward Elgar Publishing. - 978 1 78254 534 7 - 978 1 78254 535 4 ; , s. 141-163, s. 141-163
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- In this chapter, we discuss the potential of Millennials as global leaders. We introduce our own recent contribution to the field of global leadership, in which we identify three critical global leader roles: boundary spanner, blender and bridge maker. We conceptually discuss how Millennials will cope with these three roles given the four themes that emerged from our review: the birth of the digital native, the rise of the narcissist, the college-educated elite versus the rest, and Millennials around the world. In order to become effective global leaders, Millennials need to work especially hard on developing and managing social ties as boundary spanners, becoming aware of and managing affect as blenders, and improving cultural understanding and their ability to engage in interpersonal interaction as bridge makers. Organizations that understand Millennials’ strengths and weaknesses, and can leverage their skills, will be rewarded with a future generation of global leaders who are able to lead in new ways to make a difference in the twenty-first century.
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- Drogendijk, Rian, et al.
(författare)
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Walking the cultural distance: in search of direction beyond friction
- 2010
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Ingår i: The Past, Present and Future of International Business and Management. - Bingley (UK) : Emerald. - 9780857240859 ; , s. 189-212
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- What we know is that the concept of cultural distance is frequently used, hotly debated and for many intuitively appealing. Suffering from a series of illusionary properties, it is argued to have outlived its usefulness. What we need to know is how to conceptualize the complexity of culture as a multi-dimensional, multi-level concept, taking context into account to measure quality rather than quantity (or distance). It is our ambition to do justice to the idea that cultural diversity not only leads to friction or problem creation, but also to enrichment and to generation of solutions. We discuss cultural conceptualizations and suggest cultural profiling and cultural positioning as alternative ways of comparing and contrasting critical cultural differences.
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