Twenty‐first century leadership: international imperatives

Abstract

PurposeThe aim of this paper is to identify the core issues that organisational leaders are facing internationally, as a result of a globalised and rapidly changing international economic environment. Appropriate leadership competencies and skills that enable organisational leaders to effectively deal with these core globalisation issues are examined in detail and are further explained through a conceptual model developed for the purpose of this study.Design/methodology/approachConventional content analysis of extant literature in the leadership, management, organisational development and human resource management fields delimited this study to the identification of three core issues, their sub‐dimensions and associated organisational leadership effectiveness strategies.FindingsThis study presents a conceptual model consolidating current scholarly understanding of the international imperatives affecting twenty‐first century organisational leaders and describes “best practice” leadership skills, competencies and models that will enable managers to lead effectively in a rapidly changing, globalised market‐place.Originality/valueThe simplicity and explicitness of the descriptive‐based conceptual model represented in this review offers an original approach to the link between theory and practice in international organisational leadership, while acting to simplify the perplexing array of viewpoints on leadership approaches. A number of research alternatives are suggested that may lead to the formation of a more predictive “international imperative” model.

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“…Li and Tallman (Sheppard et al, 2013) even go so far as to warn that globalisation may threaten social, political, organisational and cultural health, well-being and security. Instability and insecurity of international finances and the global market place are reoccurring themes in contemporary research and are for example referred to in terms of "global financial crisis and organisational ethic mismanagement" (Sheppard et al, 2013) or "global financial melt-down" (Jacoby & Meunier, 2010). Financial insecurity is closely linked to the new competitive landscape (Hitt & Serpa, 2010), which according to them has changed the prerequisites for organisations due to a global economy, international business and politics as well as new technology (Hitt & Serpa, 2010).…”