Developing Global Leadership Capabilities and Global Mindset: A Review

Osland, Joyce S.; Bird, Allan; Mendenhall, Mark E.; Osland, Asbjørn

doi:10.4337/9781845428235.00017

Cited by 93 publications

(104 citation statements)

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“…Accordingly, there is a great need for competent global leaders to execute these strategies. However, Osland, Bird, Mendenhall, and Osland (2006) cite a distinct lack of skilled global leaders, which is due in part to the fact that being a global leader is very challenging. Global leaders must navigate the ambiguities and complexities of the global business environment, implement new and constantly changing strategies, and leverage the opportunities globalization creates for companies (Beechler & Javidan, 2007), such as encouraging and utilizing employee creativity and innovation.…”

Section: Transformational Leadership and Global Leadershipmentioning

confidence: 99%

“…However, much of this work has focused on expatriates, rather than on global leaders specifically. Most of the current published work on the topic offers practical, normative advice to global executives and human resource professionals, rather than addressing the theoretical or empirical questions surrounding the concept (Osland et al, 2006). The empirical research on global leadership developed and first took root in the organizational behavior and management literature, and it has received attention in Industrial/ Organizational Psychology (see Holt & Seki, 2012).…”

Section: Transformational Leadership and Global Leadershipmentioning

confidence: 99%

“…While the field of global leadership is relatively new and there is not yet a solid consensus on the parameters of the global leadership construct and how to measure it (Osland et al, 2006), a broad theoretical foundation has been developed and new research is expanding and deepening it. Further empirical testing is needed using global participants and settings, and scholars have also called for the integration of global leadership and Western, domestic leadership theories (Osland, Taylor & Mendenhall, 2009).…”

Section: Transformational Leadership and Global Leadershipmentioning

confidence: 99%

“…Scholars have reached a consensus that having a global mindset is a defining element of global leadership (Lane, Maznevski, Mendenhall, & McNett, 2004;Levy, Beechler, Taylor, & Boyacigiller, 2007). As noted above, global mindset is composed of cosmopolitanism and cognitive complexity (Levy et al, 2007;Osland et al, 2006;Beechler & Javidan, 2007). Cognitive complexity is defined as the ability to see and understand multiple perspectives and to consider ideas, people and situations from a variety of angles (differentiation) and find the connections among them (integration; Levy et al, 2007).…”

Section: Transformational Leadership and Global Leadershipmentioning

confidence: 99%

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Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model

Taylor¹

2000

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Organizational leaders often seek to hire and retain innovative employees as a source of competitive advantage. Both transformational leadership and effectively managed workplace diversity have been theorized and shown to lead to increased employee creative performance at work; however, a full model of the relationships between leadership and the multi-dimensional construct of workplace diversity has not yet been tested. Using a sample of 371 employees in three Chinese high-technology firms matched with 64 supervisors collected at three time points, this study theorized and tested a moderated mediation path model in which transformational leadership and diversity climate were predicted to significantly interact to influence the workplace diversity constructs of organizational justice and organizational identity, which in turn, influence individual creative performance. Based on major theories of leadership, diversity, and creativity, several partial mediation hypotheses are presented, including diversity climate as a mediator of the relationship between transformational leadership and creative performance as well as organizational justice and organizational identity as mediators of the relationship between the interaction of transformational leadership and diversity climate and creative performance. Several single-and multilevel path analyses were conducted to test the model, using two measures of creative performance: self-ratings and supervisor ratings. The results showed that the interaction of transformational leadership and diversity climate significantly predicted self-rated creative performance, and organizational identity significantly predicted supervisor ratings of creative performance.

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Section: Transformational Leadership and Global Leadershipmentioning

confidence: 99%

Section: Transformational Leadership and Global Leadershipmentioning

confidence: 99%

Section: Transformational Leadership and Global Leadershipmentioning

confidence: 99%

Section: Transformational Leadership and Global Leadershipmentioning

confidence: 99%

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Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model

Taylor¹

2000

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“…Whilst it is commonly held that expatriate managers engage in extensive learning during their overseas assignments (Osland, Bird, Mendenhall & Osland, 2006) there is scant empirical research on what they have learned or on what factors may affect their learning (Furuya et. al., 2009).…”

mentioning

confidence: 99%

A Study of Anglo Expatriate Managers’ Learning, Knowledge Acquisition, and Adjustment in Multinational Companies in China

Armstrong

2017

AMLE

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This study investigates Anglo expatriate managers learning, knowledge acquisition, and adjustment to the host culture when working within Anglo multi-national companies operating in China. A structural equation model based on data from 121 expatriate managers reveal that Anglo managers adjust more effectively when their learning styles are congruent with the demands of the host culture. Their levels of accumulated managerial tacit knowledge and adaptive flexibility were also associated with their learning styles which in turn led to more effective adjustment to the host culture. Implications for theory, global manager development, and expatriate management are provided.

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Global Mindset

Levy

Beechler²,

Taylor

et al. 2015

Wiley Encyclopedia of Management

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In the past two decades, global mindset has emerged as a key individual capability and a critical source of long‐term competitive advantage of firms. There are three major perspectives on global mindset: cultural, strategic, and multidimensional, each offering a different conceptualization of global mindset. As a result, there is still a considerable confusion about the core properties of global mindset, its dimensionality, and level of analysis. Recent works attempt to reconcile the myriad approaches to global mindset, suggesting that it is a highly complex individual‐level cognitive structure characterized by cosmopolitanism and cognitive complexity. As such, global mindset involves three complementary aspects: (i) an openness to and awareness of multiple spheres of meaning and action; (ii) complex representation and articulation of cultural and strategic dynamics; and (iii) mediation and integration of ideals and actions oriented both to the global and the local. These works also suggest that global mindset leads to effective managerial action in a global context because it affects the information processing capabilities of key decision makers.

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Developing Global Leadership Capabilities and Global Mindset: A Review

Cited by 93 publications

References 0 publications

Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model

Transformational Leadership, Diversity, and Creativity at Work: A Moderated Mediation Model

A Study of Anglo Expatriate Managers’ Learning, Knowledge Acquisition, and Adjustment in Multinational Companies in China

Global Mindset

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