| 1. |
- 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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| 2. |
- 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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| 3. |
- Sveningsson, Stefan, et al.
(författare)
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Global leadership - sustaining classic managerialism
- 2020
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Ingår i: Research Handbook of Global Leadership: Making a difference. - : Edward Elgar Publishing. - 9781782545347 - 9781782545354 ; , s. 39-53
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Bokkapitel (refereegranskat)abstract
- This chapter critically discusses the currently celebrated and seemingly successful trend of global leadership. We claim that part of the answer to why global leadership has become so successful lies in how it is framed and presented as an all-embracing and intuitively good discourse closely aligned with the traditional leader-centred view on leadership in general. While this makes the discourse of global leadership appealing and seductive it also maintains what the chapter suggests to be classic managerialism – emphasis on the manager as the central hub of which everything else in organizations revolves - inherent in much general leadership research. The chapter aims at problematizing this orientation and demystifying global leadership by conceptualizing much of it as an ideological project. In contrast to this the chapter offer a more practice-oriented view on global leadership that includes a much stronger focus on relations, interactions and processes. The latter also suggesting that leadership is a socially constructive influencing process involving meaning, ideas, values and feelings.
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| 4. |
- Szkudlarek, Betina, et al.
(författare)
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Communication and culture in international business : Moving the field forward
- 2020
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Ingår i: Journal of world business (Print). - : Elsevier BV. - 1090-9516 .- 1878-5573. ; 55:6
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Tidskriftsartikel (refereegranskat)abstract
- The centrality of communication in international business (IB) is undeniable; yet our understanding of the phenomenon is partially constrained by a cross-cultural comparative focus as opposed to intercultural, process-oriented research designs that capture the dynamic nature of communicative interactions. Our brief review of studies at the intersection of culture and communication in the context of global work interactions reveals the dominant research trends that guided IB scholarship to date in this domain. We propose eight shifts in perspective to advance the field's theorizing and create avenues for further research.
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| 5. |
- Vodosek, Markus, et al.
(författare)
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The Motivational Forces and Moral Imperatives of Relational Models : Implications for global leadership
- 2020
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Ingår i: Research Handbook of Global Leadership<em></em>. - : Edward Elgar Publishing. - 978 1 78254 534 7 - 978 1 78254 535 4 ; , s. 76-90
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Global leaders need to understand the motivational forces of social relationships. However, expectations of social relationships vary greatly around the world. In this chapter, we draw on relational models theory to explain how relationships are construed differently in different cultures. We describe how four different relational models (Communal Sharing, Authority Ranking, Equality Matching, Market Pricing) entail different social motives which, in turn, induce different moral imperatives. We then discuss what happens when individuals in a work relationship apply the same or different relational models to their relationship. We suggest that congruence is motivating and incongruence demotivating when the moral imperative associated with a relational model is important to a follower. However, if the moral imperative is unimportant to the follower, congruence will lead to functional behavior of the follower and incongruence will lead to dysfunctional behavior. As a guide for global leaders, we created the Relational Models Leadership Grid. The grid builds on relational model congruence or incongruence between leader and follower on the one hand, and on the importance of the moral imperative associated with the follower’s relational model to the follower on the other. In combining these two dimensions, we describe four types of follower reactions when leaders and followers apply similar or different social relationship models: the Productive Follower, the Thwarted Follower, the Acquiescent Follower and the Dodging Follower. The chapter closes with implications of our analysis for global leadership and ideas for research, teaching, and practice.
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| 6. |
- Zander, Lena, et al.
(författare)
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Action Intent : Getting closer to leadership behaviour in 22 countries.
- 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. 54-75
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- The field of cross-cultural leadership has seen a boom in empirical research over the last few decades, yet there are still few large-scale studies that seek explanations for leadership behavior. Earlier research has provided knowledge and awareness about differences and similarities in leadership attitudes, ideals, perceptions and preferences across countries and cultures, but to predict leadership behavior remains difficult. In this chapter, leader’s ‘action intent’ is proposed as a ‘close-to-action’ concept in contrast to the more ‘far-from-action’ concepts used in earlier leadership research. Importantly, for ‘close-to-action’ concepts to be able to provide better predictions these need to provide contextual and situational cues. In our study, carried out in 22 countries, respondents have ranked their preferred action alternative for six specific leadership scenarios. We find inter-country and intra-country variation in action intent for each scenario and meaningful correlations with culturally endorsed leadership ideals. Drawing on our empirical illustration we provide implications from our findings for global leadership. And although there are no simple answers as to how to predict leadership behavior, we posit that using ‘action intent’ as a leadership measure will generate a better understanding and provide stronger predictions of leader behavior globally.
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| 7. |
- Zander, Lena
(författare)
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Interpersonal leadership across cultures : a historical expose and a research agenda
- 2020
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Ingår i: International Studies of Management and Organization. - : ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD. - 0020-8825 .- 1558-0911. ; 50:4, s. 357-380
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Tidskriftsartikel (refereegranskat)abstract
- Culture has a profound impact on interpersonal leadership, which refers to an everyday type of leadership involving leader interaction with subordinates. Typical interpersonal leadership actions include empowering, providing support and development, directing, following-up and giving feedback, as well as communicating and encouraging collaboration in teamwork. In early comparative leadership studies, variation in leadership behavior across countries was assumed to be due to cultural differences. This assumption was later empirically supported by cross-cultural leadership research. As leadership behaviors in multi-country studies did not demonstrate similar associative patterns regarding interpersonal leadership in different countries, the use of mainstream single-country derived leadership meta-categories was invalidated. New reliable, robust and culturally endorsed interpersonal leadership dimensions were developed and measured in large-scale, multi-country studies. These emerged from different perspectives: that of leader-centeredness measuring ideal leadership prototypes, and that of employee-centeredness, where subordinate preferences for interpersonal leadership are essential to granting the leader the "License to Lead." Deliberations on fundamental issues in studying interpersonal leadership across national borders in combination with contemporary trends, such as distance leadership, global virtual teams and intersectionality, led to the formulation of research implications and a research agenda for a better understanding of interpersonal leadership in the future.
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| 8. |
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| 9. |
- Zander, Lena
(författare)
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Research Handbook of Global Leadership : Making a difference
- 2020
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- The Research Handbook of Global Leadership is an exciting new Handbook that brings together an international, prominent group of scholars to take a fresh look at global leadership, and query why and how global leaders can make a difference in our world both today and in the future.
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