Leading with a Global Mindset

Beechler, Schon; Javidan, Mansour

doi:10.1016/s1571-5027(07)19006-9

Cited by 131 publications

(126 citation statements)

References 69 publications

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“…According to Bird and Osland (2004: 61), the transition from managing in a domestic context to working in a global environment represents a "quantum leap" for managers, requiring new approaches to leadership development and training (Beechler & Javidan, 2007;Mendenhall & Stahl, 2000;. The findings of our narrative analysis suggest that international service learning programs such as Ulysses, which involve cultural immersion at a relatively deep level through daily interaction and collaboration with local stakeholders, can help managers to make this quantum leap in part by allowing them to develop a global mindset and enhance their cultural intelligence.…”

Section: Key Learning Outcomesmentioning

confidence: 99%

Promoting corporate social responsibility and sustainable development through management development: What can be learned from international service learning programs?

Pless

Maak

Stahl

2012

Human Resource Management

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In this article, we discuss how the human resource development (HRD) function can support corporate sustainability strategy by designing and implementing leadership development programs incorporating international service learning assignments. We describe “Project Ulysses,” an integrated service learning program that involves sending participants in teams to developing countries to work in cross‐sector partnerships with nongovernmental organizations (NGOs) and social entrepreneurs, supporting them in their fight against pressing global problems. We present the findings of a narrative analysis of learning stories produced by Ulysses participants. Understanding how participants make sense of, and learn from, their experiences abroad provides us with insights into how service learning programs can help managers to develop the knowledge, skills, and mind‐set that will enable them to successfully support a company's global sustainability and corporate social responsibility (CSR) efforts. We conclude by discussing the implications for leadership development, specifically how organizations can incorporate a responsibility and sustainability focus in their management development programs.

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Section: Key Learning Outcomesmentioning

confidence: 99%

Promoting corporate social responsibility and sustainable development through management development: What can be learned from international service learning programs?

Pless

Maak

Stahl

2012

Human Resource Management

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“…In other words, a global mindset incorporates the cognitive abilities for both differentiation and synergistic integration of cross-cultural complexities (Gupta & Govindarajan, 2002). These cognitive abilities can enhance the positive global leader's ability to process global information, relate to diverse stakeholder groups, and still make effective and relevant de-cisions at both the global and the local levels (Beechler & Javidan, 2007;Bouquet, 2005).…”

Section: Challenge # 2: Cultural Differences and Positive Global Leadmentioning

confidence: 99%

Positive global leadership

Youssef

Luthans

2012

Journal of World Business

102

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“…Beechler and Baltzley (2008) differentiate between global and domestic leaders. The domestic leader is comparable to the local leader mentioned below (see Figure 1.).…”

Section: Current State Of Knowledgementioning

confidence: 99%

“…In volatile and uncertain times, it is particularly endeavouring, but according to Beechler and Baltzley (2008) it is one part of global leadership: to dispose of a global mindset in order to be able to cope with complexity and ambiguity (Clapp-Smith, Vogelsang-Lester, 2014). If the effort is made by the global manager he is more likely to get trust from his team.…”

Section: Culture and Its Impact On Global Leaders' Successmentioning

confidence: 99%

Global Leadership: How to Lead Multicultural Teams Effectively?

Dziatzko

Struve

Stehr

2017

Journal of Intercultural Management

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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 interviews help the leader discovering new opportunities to develop himself towards an inspiring global leader.

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Leading with a Global Mindset

Cited by 131 publications

References 69 publications

Promoting corporate social responsibility and sustainable development through management development: What can be learned from international service learning programs?

Promoting corporate social responsibility and sustainable development through management development: What can be learned from international service learning programs?

Positive global leadership

Global Leadership: How to Lead Multicultural Teams Effectively?

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