2022
DOI: 10.1108/s1535-120320220000014004
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Global Leadership Effectiveness: A Multilevel Review and Exploration of the Construct Domain

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Cited by 9 publications
(6 citation statements)
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“…Driven by practical relevance and scholarly interest, the study of global leadership continues to gain momentum (for recent reviews, see Bird & Mendenhall, 2016;Osland et al, 2020). But despite considerable advances in the field over the previous two decades, including an improved understanding of the traits and competencies that characterize global leaders (e.g., Park et al, 2018), global leadership development (e.g., Oddou & Mendenhall, 2018), or global leadership effectiveness (e.g., Rickley & Stackhouse, 2022), the nature and role of power in global leadership remains understudied (Osland et al, 2017).…”
Section: Purpose and Research Questionsmentioning
confidence: 99%
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“…Driven by practical relevance and scholarly interest, the study of global leadership continues to gain momentum (for recent reviews, see Bird & Mendenhall, 2016;Osland et al, 2020). But despite considerable advances in the field over the previous two decades, including an improved understanding of the traits and competencies that characterize global leaders (e.g., Park et al, 2018), global leadership development (e.g., Oddou & Mendenhall, 2018), or global leadership effectiveness (e.g., Rickley & Stackhouse, 2022), the nature and role of power in global leadership remains understudied (Osland et al, 2017).…”
Section: Purpose and Research Questionsmentioning
confidence: 99%
“…In contrast, very little attention has been paid to personality traits and individual differences. This is surprising given how central investigations of leader personality are to the literature on global leader effectiveness (Caligiuri & Tarique, 2012;Rickley & Stackhouse, 2022). Future research may therefore wish to explore whether particular personality traits or certain personality profiles are associated with ascendance to power, with the way in which power is exercised, and effectiveness in wielding formal or informal influence in global leadership contexts.…”
Section: Expanding Inquiry Into Global Leaders' Source Of Powermentioning
confidence: 99%
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“…Mendenhall et al, 2012), so that they can precisely 1) define what differentiates the concept of 'global leadership' from that of 'leadership', and 2) stipulate how the 'global leadership' construct has some similarities with 'leadership', especially the emphasis on the process of inspiring other employees to pursue a positive vision for the organization (Mendenhall et al, 2012). Such concept clarity not only benefits empirical research and understanding (Mendenhall et al, 2012;Reiche et al, 2017), but also facilitates, and connects to, research in related areas, such as 'global leadership effectiveness' (Caligiuri & Tarique, 2012;Rickley & Stackhouse, 2022).…”
Section: The Process Of Using Explanatory Typologiesmentioning
confidence: 99%
“…Global virtual teams (GVTs) cut across the borders of time, space, culture, and sometimes organizations [1]. Technological developments and global mobility have resulted in increase of the scope of teams outside the traditional collocated forms [2], [3] towards geographically dispersed and global forms of teams working virtually and connected through information and communication technology (ICT) such as zoom, google meet, skype, Microsoft teams, GitHup, and even messages and email usually known as the global virtual teams (GVTs) [4], [5].…”
Section: Introductionmentioning
confidence: 99%