Advances in Global Leadership:
Advances in Global Leadershipfocuses on global leadership in relation to the Covid-19 pandemic, collecting insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field reflecting on nineteen different national responses to the global crisis
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2022
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Advances in Global Leadership Series
v.14 |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Advances in Global Leadershipfocuses on global leadership in relation to the Covid-19 pandemic, collecting insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field reflecting on nineteen different national responses to the global crisis |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (297 Seiten) |
| ISBN: | 9781800718395 |
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| 505 | 8 | |a Cover -- ADVANCES IN GLOBAL LEADERSHIP -- ADVANCES IN GLOBAL LEADERSHIP -- EDITORIAL BOARD -- ADVANCES IN GLOBAL LEADERSHIP -- Copyright -- Dedication -- CONTENTS -- LIST OF BOXES -- LIST OF TABLES -- ABOUT THE AUTHORS -- ABOUT THE EDITORS -- LIST OF CONTRIBUTORS -- NEW ADVANCES IN GLOBAL LEADERSHIP: INTRODUCTION TO VOLUME 14 -- ACKNOWLEDGMENTS -- PART I. Empirical Findings -- The Grand Challenge None of Us Chose: Succeeding (and Failing) Against the Global Pandemic1 -- Abstract -- Succeeding (and Failing) against the Global Pandemic: Brief Introductions from the Perspective of 19 Countries -- Australasia -- Asia -- Asia/Europe -- Europe: Germanic Cultures -- Europe: Latin Cultures -- Europe: Scandinavian Cultures -- Middle East -- Africa -- Anglo-Saxon Cultures: United Kingdom -- Anglo-Saxon Cultures: North America -- Succeeding (and Failing) against the Global Pandemic: Description and Cross-cultural Analysis of 19 Countries' Strategy -- Australasia -- Australasia -- Asia -- Government Action -- Implications of the Pandemic for Bangladesh -- Asia -- Wenzhou: A Case from an Entrepreneurial Community -- Chinese Leadership Mindset: Always Balancing Paradoxes -- Tight Cultural Norms -- Asia -- Asia -- Unique Sociocultural Factors and the Road Ahead -- Asia/Europe -- Europe - Germanic Culture -- Europe - Germanic Culture -- Angela Merkel: Expert Political Leader -- Christian Drosten: Expert Science Communication Leader -- Özlem Türeci and Ugur Şahin: Inventive Expert Leader-team -- German Expert Leadership: Benefits and Limitations -- Lessons Learned: Expert Leadership in an Uncertain World -- Europe - Germanic Culture -- Cultural Diversity -- Shared Leadership and the Subsidiarity Principle -- Pragmatic Approach -- Effectiveness and Lessons Learnt -- Europe - Latin Culture -- Europe - Latin Culture -- Cultural Resilience at the Country Level | |
| 505 | 8 | |a Cultural Resilience at the Business Level -- What Have Italians Learned? -- Europe - Latin Culture -- Lessons Learnt -- Europe - Scandinavian Culture -- The Prime Minister's Office: A Center for Decision-making -- Political Polarization and Decrease in Social Trust -- Learnings -- Europe - Scandinavian Culture -- Sweden's Cultural Context: High Social Trust and Low Corruption -- Voluntarism and Personal Responsibility -- Exceptionalism -- Time for Reflection and Self-scrutiny -- Middle East -- Africa -- Anglo-Saxon Culture -- Background -- The Neoliberal Discourse -- The Postwar Socialist Discourse -- The Discourses in Conflict -- Anglo-Saxon Culture - North America -- -- A Failure of Leadership? -- Institutional Context Matters -- Cultural Context Matters -- Notes -- References -- Global Leadership Effectiveness: A Multilevel Review and Exploration of the Construct Domain -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Conceptualizations, Theories, Constructs, and Themes in the Literature -- RQ1: Conceptualizing and Operationalizing Global Leadership Effectiveness -- RQ2: Review of Global Leadership Effectiveness Theories -- RQ3: Which Constructs Have Been Researched Related to Global Leadership Effectiveness? Which Constructs Are Missing? -- RQ4: Themes at Multiple Levels of Research -- Discussion and Suggestions for Future Research -- Contributions -- Future Research -- Practical Implications -- Conclusion -- Acknowledgments -- References -- Reinforcing "We": Organizational Identity Custodianship in Global Leaders' Boundary-spanning -- Abstract -- The Practice of Global Boundary-spanning -- Building Shared Identity in Globally Dispersed Teams -- Processes of Global Team Identity Formation -- The Organizational Concept of Identity Custodianship | |
| 505 | 8 | |a Identity Custodianship in Global Leadership -- Conceptual Model of Global Identity Custodianship -- Discussion and Conclusion -- Acknowledgments -- References -- Developing Global Leader Self-Complexity through International Experience -- Abstract -- Global Leader Self-complexity -- Global Leader Self-Differentiation -- Global Leader Self-Integration -- Global Leader Development through International Experiences -- Increasing Global Leader Self-Complexity through Identity Construction -- Study 1 Methods -- Participants and Recruitment -- Grounded Theory -- Study 1 Results -- Global Leader Self-Complexity -- Global Leader Self-Differentiation -- Global Leader Self-Integration -- Interacting with Locals and Local Culture -- Mental and Physical Presence -- Observing and Learning -- Relationship Building and Experimentation -- Arriving at New Perspectives -- Perceived Cultural Distance -- New and Unfamiliar Leadership Role Responsibilities -- Previous International Experience -- Previous Leadership Experience -- International Experience Duration -- Appreciation of Cultural Differences -- Language Ability -- Social Support -- Paradox Mindset -- Study 1 Discussion -- Study 2 Methods -- Participants and Recruitment -- Design and Procedure -- Measures -- Study 2 Results -- Hypothesis Testing -- Exploratory Analyses -- Study 2 Discussion -- General Discussion -- Global Leader Identity Construction Involves Change and Stability -- Global Leader Identity Construction May Occur through Three Pathways -- Global Leader Identity Construction Is a Social Process Motivated by Appreciation -- Managerial Implications -- Limitations -- Future Research -- Conclusion -- Notes -- References -- Leading Innovation in a Multicultural and Digitally Connected World - an exploratory study -- Abstract -- Introduction -- Current Research -- Methodology -- Context and Methods | |
| 505 | 8 | |a Data Collection -- Findings -- Leading Geographically Distributed Teams -- Motivations for Cross-cultural Collaboration and Knowledge-sharing -- Recognition -- Knowledge-sharing -- Responsive Feedback -- Project Engagement -- Discussion -- Discussion and Conclusion -- References -- PART II. Practitioner's Corner -- An Interview with Paula Caligiuri, Pioneer in Global Leadership Effectiveness Research -- Abstract -- Resources -- Research, Dissemination, and Activism - The Grand Challenge of Refugees' Integration: An Interview with Betina Szkudlarek -- Abstract -- References -- RESOURCES -- An Interview with Milena Pighi, Head of Corporate Social Responsibility at the BMW Group -- Abstract -- Developing Future Global Leaders' Competencies in a Business School Course: A Case Study of a Course Design Inspired by Tea ... -- Abstract -- Context, Challenges and Opportunities -- Context -- Challenges and Opportunities -- Course Philosophy and Team-based Learning -- Course Philosophy -- Team-based Learning -- NHH Global Leadership Course Design: Teaching Method, Competencies, Activities and Assignments -- Competency 1: The Ability to Demonstrate Self-awareness -- Competency 2: The Ability to Communicate Effectively When Working in an International Environment -- Competency 3: The Ability to Think Critically -- Course Effectiveness -- Discussion -- Acknowledgements -- Notes -- References -- Conclusion -- Global Leadership Effectiveness: First Steps and Future Directions -- Abstract -- Where Next for Research on Global Leadership Effectiveness? -- Antecedents of Global Leadership Effectiveness -- Conditions of Global Leadership Effectiveness -- Dimensions of Global Leadership Effectiveness -- Conclusion -- References | |
| 520 | |a Advances in Global Leadershipfocuses on global leadership in relation to the Covid-19 pandemic, collecting insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field reflecting on nineteen different national responses to the global crisis | ||
| 650 | 4 | |a Leadership-Moral and ethical aspects | |
| 700 | 1 | |a Reiche, B. Sebastian |e Sonstige |4 oth | |
| 700 | 1 | |a Szkudlarek, Betina |e Sonstige |4 oth | |
| 700 | 1 | |a Mendenhall, Mark E. |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Osland, Joyce S. |t Advances in Global Leadership |d Bingley : Emerald Publishing Limited,c2022 |z 9781800718388 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035213662 | |
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Datensatz im Suchindex
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| any_adam_object | |
| author | Osland, Joyce S. |
| author_facet | Osland, Joyce S. |
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| contents | Cover -- ADVANCES IN GLOBAL LEADERSHIP -- ADVANCES IN GLOBAL LEADERSHIP -- EDITORIAL BOARD -- ADVANCES IN GLOBAL LEADERSHIP -- Copyright -- Dedication -- CONTENTS -- LIST OF BOXES -- LIST OF TABLES -- ABOUT THE AUTHORS -- ABOUT THE EDITORS -- LIST OF CONTRIBUTORS -- NEW ADVANCES IN GLOBAL LEADERSHIP: INTRODUCTION TO VOLUME 14 -- ACKNOWLEDGMENTS -- PART I. Empirical Findings -- The Grand Challenge None of Us Chose: Succeeding (and Failing) Against the Global Pandemic1 -- Abstract -- Succeeding (and Failing) against the Global Pandemic: Brief Introductions from the Perspective of 19 Countries -- Australasia -- Asia -- Asia/Europe -- Europe: Germanic Cultures -- Europe: Latin Cultures -- Europe: Scandinavian Cultures -- Middle East -- Africa -- Anglo-Saxon Cultures: United Kingdom -- Anglo-Saxon Cultures: North America -- Succeeding (and Failing) against the Global Pandemic: Description and Cross-cultural Analysis of 19 Countries' Strategy -- Australasia -- Australasia -- Asia -- Government Action -- Implications of the Pandemic for Bangladesh -- Asia -- Wenzhou: A Case from an Entrepreneurial Community -- Chinese Leadership Mindset: Always Balancing Paradoxes -- Tight Cultural Norms -- Asia -- Asia -- Unique Sociocultural Factors and the Road Ahead -- Asia/Europe -- Europe - Germanic Culture -- Europe - Germanic Culture -- Angela Merkel: Expert Political Leader -- Christian Drosten: Expert Science Communication Leader -- Özlem Türeci and Ugur Şahin: Inventive Expert Leader-team -- German Expert Leadership: Benefits and Limitations -- Lessons Learned: Expert Leadership in an Uncertain World -- Europe - Germanic Culture -- Cultural Diversity -- Shared Leadership and the Subsidiarity Principle -- Pragmatic Approach -- Effectiveness and Lessons Learnt -- Europe - Latin Culture -- Europe - Latin Culture -- Cultural Resilience at the Country Level Cultural Resilience at the Business Level -- What Have Italians Learned? -- Europe - Latin Culture -- Lessons Learnt -- Europe - Scandinavian Culture -- The Prime Minister's Office: A Center for Decision-making -- Political Polarization and Decrease in Social Trust -- Learnings -- Europe - Scandinavian Culture -- Sweden's Cultural Context: High Social Trust and Low Corruption -- Voluntarism and Personal Responsibility -- Exceptionalism -- Time for Reflection and Self-scrutiny -- Middle East -- Africa -- Anglo-Saxon Culture -- Background -- The Neoliberal Discourse -- The Postwar Socialist Discourse -- The Discourses in Conflict -- Anglo-Saxon Culture - North America -- -- A Failure of Leadership? -- Institutional Context Matters -- Cultural Context Matters -- Notes -- References -- Global Leadership Effectiveness: A Multilevel Review and Exploration of the Construct Domain -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Conceptualizations, Theories, Constructs, and Themes in the Literature -- RQ1: Conceptualizing and Operationalizing Global Leadership Effectiveness -- RQ2: Review of Global Leadership Effectiveness Theories -- RQ3: Which Constructs Have Been Researched Related to Global Leadership Effectiveness? Which Constructs Are Missing? -- RQ4: Themes at Multiple Levels of Research -- Discussion and Suggestions for Future Research -- Contributions -- Future Research -- Practical Implications -- Conclusion -- Acknowledgments -- References -- Reinforcing "We": Organizational Identity Custodianship in Global Leaders' Boundary-spanning -- Abstract -- The Practice of Global Boundary-spanning -- Building Shared Identity in Globally Dispersed Teams -- Processes of Global Team Identity Formation -- The Organizational Concept of Identity Custodianship Identity Custodianship in Global Leadership -- Conceptual Model of Global Identity Custodianship -- Discussion and Conclusion -- Acknowledgments -- References -- Developing Global Leader Self-Complexity through International Experience -- Abstract -- Global Leader Self-complexity -- Global Leader Self-Differentiation -- Global Leader Self-Integration -- Global Leader Development through International Experiences -- Increasing Global Leader Self-Complexity through Identity Construction -- Study 1 Methods -- Participants and Recruitment -- Grounded Theory -- Study 1 Results -- Global Leader Self-Complexity -- Global Leader Self-Differentiation -- Global Leader Self-Integration -- Interacting with Locals and Local Culture -- Mental and Physical Presence -- Observing and Learning -- Relationship Building and Experimentation -- Arriving at New Perspectives -- Perceived Cultural Distance -- New and Unfamiliar Leadership Role Responsibilities -- Previous International Experience -- Previous Leadership Experience -- International Experience Duration -- Appreciation of Cultural Differences -- Language Ability -- Social Support -- Paradox Mindset -- Study 1 Discussion -- Study 2 Methods -- Participants and Recruitment -- Design and Procedure -- Measures -- Study 2 Results -- Hypothesis Testing -- Exploratory Analyses -- Study 2 Discussion -- General Discussion -- Global Leader Identity Construction Involves Change and Stability -- Global Leader Identity Construction May Occur through Three Pathways -- Global Leader Identity Construction Is a Social Process Motivated by Appreciation -- Managerial Implications -- Limitations -- Future Research -- Conclusion -- Notes -- References -- Leading Innovation in a Multicultural and Digitally Connected World - an exploratory study -- Abstract -- Introduction -- Current Research -- Methodology -- Context and Methods Data Collection -- Findings -- Leading Geographically Distributed Teams -- Motivations for Cross-cultural Collaboration and Knowledge-sharing -- Recognition -- Knowledge-sharing -- Responsive Feedback -- Project Engagement -- Discussion -- Discussion and Conclusion -- References -- PART II. Practitioner's Corner -- An Interview with Paula Caligiuri, Pioneer in Global Leadership Effectiveness Research -- Abstract -- Resources -- Research, Dissemination, and Activism - The Grand Challenge of Refugees' Integration: An Interview with Betina Szkudlarek -- Abstract -- References -- RESOURCES -- An Interview with Milena Pighi, Head of Corporate Social Responsibility at the BMW Group -- Abstract -- Developing Future Global Leaders' Competencies in a Business School Course: A Case Study of a Course Design Inspired by Tea ... -- Abstract -- Context, Challenges and Opportunities -- Context -- Challenges and Opportunities -- Course Philosophy and Team-based Learning -- Course Philosophy -- Team-based Learning -- NHH Global Leadership Course Design: Teaching Method, Competencies, Activities and Assignments -- Competency 1: The Ability to Demonstrate Self-awareness -- Competency 2: The Ability to Communicate Effectively When Working in an International Environment -- Competency 3: The Ability to Think Critically -- Course Effectiveness -- Discussion -- Acknowledgements -- Notes -- References -- Conclusion -- Global Leadership Effectiveness: First Steps and Future Directions -- Abstract -- Where Next for Research on Global Leadership Effectiveness? -- Antecedents of Global Leadership Effectiveness -- Conditions of Global Leadership Effectiveness -- Dimensions of Global Leadership Effectiveness -- Conclusion -- References |
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| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049874204 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-06T15:18:33Z |
| institution | BVB |
| isbn | 9781800718395 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213662 |
| oclc_num | 1292560427 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (297 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| series2 | Advances in Global Leadership Series |
| spelling | Osland, Joyce S. Verfasser aut Advances in Global Leadership 1st ed Bingley Emerald Publishing Limited 2022 ©2022 1 Online-Ressource (297 Seiten) txt rdacontent c rdamedia cr rdacarrier Advances in Global Leadership Series v.14 Description based on publisher supplied metadata and other sources Cover -- ADVANCES IN GLOBAL LEADERSHIP -- ADVANCES IN GLOBAL LEADERSHIP -- EDITORIAL BOARD -- ADVANCES IN GLOBAL LEADERSHIP -- Copyright -- Dedication -- CONTENTS -- LIST OF BOXES -- LIST OF TABLES -- ABOUT THE AUTHORS -- ABOUT THE EDITORS -- LIST OF CONTRIBUTORS -- NEW ADVANCES IN GLOBAL LEADERSHIP: INTRODUCTION TO VOLUME 14 -- ACKNOWLEDGMENTS -- PART I. Empirical Findings -- The Grand Challenge None of Us Chose: Succeeding (and Failing) Against the Global Pandemic1 -- Abstract -- Succeeding (and Failing) against the Global Pandemic: Brief Introductions from the Perspective of 19 Countries -- Australasia -- Asia -- Asia/Europe -- Europe: Germanic Cultures -- Europe: Latin Cultures -- Europe: Scandinavian Cultures -- Middle East -- Africa -- Anglo-Saxon Cultures: United Kingdom -- Anglo-Saxon Cultures: North America -- Succeeding (and Failing) against the Global Pandemic: Description and Cross-cultural Analysis of 19 Countries' Strategy -- Australasia -- Australasia -- Asia -- Government Action -- Implications of the Pandemic for Bangladesh -- Asia -- Wenzhou: A Case from an Entrepreneurial Community -- Chinese Leadership Mindset: Always Balancing Paradoxes -- Tight Cultural Norms -- Asia -- Asia -- Unique Sociocultural Factors and the Road Ahead -- Asia/Europe -- Europe - Germanic Culture -- Europe - Germanic Culture -- Angela Merkel: Expert Political Leader -- Christian Drosten: Expert Science Communication Leader -- Özlem Türeci and Ugur Şahin: Inventive Expert Leader-team -- German Expert Leadership: Benefits and Limitations -- Lessons Learned: Expert Leadership in an Uncertain World -- Europe - Germanic Culture -- Cultural Diversity -- Shared Leadership and the Subsidiarity Principle -- Pragmatic Approach -- Effectiveness and Lessons Learnt -- Europe - Latin Culture -- Europe - Latin Culture -- Cultural Resilience at the Country Level Cultural Resilience at the Business Level -- What Have Italians Learned? -- Europe - Latin Culture -- Lessons Learnt -- Europe - Scandinavian Culture -- The Prime Minister's Office: A Center for Decision-making -- Political Polarization and Decrease in Social Trust -- Learnings -- Europe - Scandinavian Culture -- Sweden's Cultural Context: High Social Trust and Low Corruption -- Voluntarism and Personal Responsibility -- Exceptionalism -- Time for Reflection and Self-scrutiny -- Middle East -- Africa -- Anglo-Saxon Culture -- Background -- The Neoliberal Discourse -- The Postwar Socialist Discourse -- The Discourses in Conflict -- Anglo-Saxon Culture - North America -- -- A Failure of Leadership? -- Institutional Context Matters -- Cultural Context Matters -- Notes -- References -- Global Leadership Effectiveness: A Multilevel Review and Exploration of the Construct Domain -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Conceptualizations, Theories, Constructs, and Themes in the Literature -- RQ1: Conceptualizing and Operationalizing Global Leadership Effectiveness -- RQ2: Review of Global Leadership Effectiveness Theories -- RQ3: Which Constructs Have Been Researched Related to Global Leadership Effectiveness? Which Constructs Are Missing? -- RQ4: Themes at Multiple Levels of Research -- Discussion and Suggestions for Future Research -- Contributions -- Future Research -- Practical Implications -- Conclusion -- Acknowledgments -- References -- Reinforcing "We": Organizational Identity Custodianship in Global Leaders' Boundary-spanning -- Abstract -- The Practice of Global Boundary-spanning -- Building Shared Identity in Globally Dispersed Teams -- Processes of Global Team Identity Formation -- The Organizational Concept of Identity Custodianship Identity Custodianship in Global Leadership -- Conceptual Model of Global Identity Custodianship -- Discussion and Conclusion -- Acknowledgments -- References -- Developing Global Leader Self-Complexity through International Experience -- Abstract -- Global Leader Self-complexity -- Global Leader Self-Differentiation -- Global Leader Self-Integration -- Global Leader Development through International Experiences -- Increasing Global Leader Self-Complexity through Identity Construction -- Study 1 Methods -- Participants and Recruitment -- Grounded Theory -- Study 1 Results -- Global Leader Self-Complexity -- Global Leader Self-Differentiation -- Global Leader Self-Integration -- Interacting with Locals and Local Culture -- Mental and Physical Presence -- Observing and Learning -- Relationship Building and Experimentation -- Arriving at New Perspectives -- Perceived Cultural Distance -- New and Unfamiliar Leadership Role Responsibilities -- Previous International Experience -- Previous Leadership Experience -- International Experience Duration -- Appreciation of Cultural Differences -- Language Ability -- Social Support -- Paradox Mindset -- Study 1 Discussion -- Study 2 Methods -- Participants and Recruitment -- Design and Procedure -- Measures -- Study 2 Results -- Hypothesis Testing -- Exploratory Analyses -- Study 2 Discussion -- General Discussion -- Global Leader Identity Construction Involves Change and Stability -- Global Leader Identity Construction May Occur through Three Pathways -- Global Leader Identity Construction Is a Social Process Motivated by Appreciation -- Managerial Implications -- Limitations -- Future Research -- Conclusion -- Notes -- References -- Leading Innovation in a Multicultural and Digitally Connected World - an exploratory study -- Abstract -- Introduction -- Current Research -- Methodology -- Context and Methods Data Collection -- Findings -- Leading Geographically Distributed Teams -- Motivations for Cross-cultural Collaboration and Knowledge-sharing -- Recognition -- Knowledge-sharing -- Responsive Feedback -- Project Engagement -- Discussion -- Discussion and Conclusion -- References -- PART II. Practitioner's Corner -- An Interview with Paula Caligiuri, Pioneer in Global Leadership Effectiveness Research -- Abstract -- Resources -- Research, Dissemination, and Activism - The Grand Challenge of Refugees' Integration: An Interview with Betina Szkudlarek -- Abstract -- References -- RESOURCES -- An Interview with Milena Pighi, Head of Corporate Social Responsibility at the BMW Group -- Abstract -- Developing Future Global Leaders' Competencies in a Business School Course: A Case Study of a Course Design Inspired by Tea ... -- Abstract -- Context, Challenges and Opportunities -- Context -- Challenges and Opportunities -- Course Philosophy and Team-based Learning -- Course Philosophy -- Team-based Learning -- NHH Global Leadership Course Design: Teaching Method, Competencies, Activities and Assignments -- Competency 1: The Ability to Demonstrate Self-awareness -- Competency 2: The Ability to Communicate Effectively When Working in an International Environment -- Competency 3: The Ability to Think Critically -- Course Effectiveness -- Discussion -- Acknowledgements -- Notes -- References -- Conclusion -- Global Leadership Effectiveness: First Steps and Future Directions -- Abstract -- Where Next for Research on Global Leadership Effectiveness? -- Antecedents of Global Leadership Effectiveness -- Conditions of Global Leadership Effectiveness -- Dimensions of Global Leadership Effectiveness -- Conclusion -- References Advances in Global Leadershipfocuses on global leadership in relation to the Covid-19 pandemic, collecting insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field reflecting on nineteen different national responses to the global crisis Leadership-Moral and ethical aspects Reiche, B. Sebastian Sonstige oth Szkudlarek, Betina Sonstige oth Mendenhall, Mark E. Sonstige oth Erscheint auch als Druck-Ausgabe Osland, Joyce S. Advances in Global Leadership Bingley : Emerald Publishing Limited,c2022 9781800718388 |
| spellingShingle | Osland, Joyce S. Advances in Global Leadership Cover -- ADVANCES IN GLOBAL LEADERSHIP -- ADVANCES IN GLOBAL LEADERSHIP -- EDITORIAL BOARD -- ADVANCES IN GLOBAL LEADERSHIP -- Copyright -- Dedication -- CONTENTS -- LIST OF BOXES -- LIST OF TABLES -- ABOUT THE AUTHORS -- ABOUT THE EDITORS -- LIST OF CONTRIBUTORS -- NEW ADVANCES IN GLOBAL LEADERSHIP: INTRODUCTION TO VOLUME 14 -- ACKNOWLEDGMENTS -- PART I. Empirical Findings -- The Grand Challenge None of Us Chose: Succeeding (and Failing) Against the Global Pandemic1 -- Abstract -- Succeeding (and Failing) against the Global Pandemic: Brief Introductions from the Perspective of 19 Countries -- Australasia -- Asia -- Asia/Europe -- Europe: Germanic Cultures -- Europe: Latin Cultures -- Europe: Scandinavian Cultures -- Middle East -- Africa -- Anglo-Saxon Cultures: United Kingdom -- Anglo-Saxon Cultures: North America -- Succeeding (and Failing) against the Global Pandemic: Description and Cross-cultural Analysis of 19 Countries' Strategy -- Australasia -- Australasia -- Asia -- Government Action -- Implications of the Pandemic for Bangladesh -- Asia -- Wenzhou: A Case from an Entrepreneurial Community -- Chinese Leadership Mindset: Always Balancing Paradoxes -- Tight Cultural Norms -- Asia -- Asia -- Unique Sociocultural Factors and the Road Ahead -- Asia/Europe -- Europe - Germanic Culture -- Europe - Germanic Culture -- Angela Merkel: Expert Political Leader -- Christian Drosten: Expert Science Communication Leader -- Özlem Türeci and Ugur Şahin: Inventive Expert Leader-team -- German Expert Leadership: Benefits and Limitations -- Lessons Learned: Expert Leadership in an Uncertain World -- Europe - Germanic Culture -- Cultural Diversity -- Shared Leadership and the Subsidiarity Principle -- Pragmatic Approach -- Effectiveness and Lessons Learnt -- Europe - Latin Culture -- Europe - Latin Culture -- Cultural Resilience at the Country Level Cultural Resilience at the Business Level -- What Have Italians Learned? -- Europe - Latin Culture -- Lessons Learnt -- Europe - Scandinavian Culture -- The Prime Minister's Office: A Center for Decision-making -- Political Polarization and Decrease in Social Trust -- Learnings -- Europe - Scandinavian Culture -- Sweden's Cultural Context: High Social Trust and Low Corruption -- Voluntarism and Personal Responsibility -- Exceptionalism -- Time for Reflection and Self-scrutiny -- Middle East -- Africa -- Anglo-Saxon Culture -- Background -- The Neoliberal Discourse -- The Postwar Socialist Discourse -- The Discourses in Conflict -- Anglo-Saxon Culture - North America -- -- A Failure of Leadership? -- Institutional Context Matters -- Cultural Context Matters -- Notes -- References -- Global Leadership Effectiveness: A Multilevel Review and Exploration of the Construct Domain -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Conceptualizations, Theories, Constructs, and Themes in the Literature -- RQ1: Conceptualizing and Operationalizing Global Leadership Effectiveness -- RQ2: Review of Global Leadership Effectiveness Theories -- RQ3: Which Constructs Have Been Researched Related to Global Leadership Effectiveness? Which Constructs Are Missing? -- RQ4: Themes at Multiple Levels of Research -- Discussion and Suggestions for Future Research -- Contributions -- Future Research -- Practical Implications -- Conclusion -- Acknowledgments -- References -- Reinforcing "We": Organizational Identity Custodianship in Global Leaders' Boundary-spanning -- Abstract -- The Practice of Global Boundary-spanning -- Building Shared Identity in Globally Dispersed Teams -- Processes of Global Team Identity Formation -- The Organizational Concept of Identity Custodianship Identity Custodianship in Global Leadership -- Conceptual Model of Global Identity Custodianship -- Discussion and Conclusion -- Acknowledgments -- References -- Developing Global Leader Self-Complexity through International Experience -- Abstract -- Global Leader Self-complexity -- Global Leader Self-Differentiation -- Global Leader Self-Integration -- Global Leader Development through International Experiences -- Increasing Global Leader Self-Complexity through Identity Construction -- Study 1 Methods -- Participants and Recruitment -- Grounded Theory -- Study 1 Results -- Global Leader Self-Complexity -- Global Leader Self-Differentiation -- Global Leader Self-Integration -- Interacting with Locals and Local Culture -- Mental and Physical Presence -- Observing and Learning -- Relationship Building and Experimentation -- Arriving at New Perspectives -- Perceived Cultural Distance -- New and Unfamiliar Leadership Role Responsibilities -- Previous International Experience -- Previous Leadership Experience -- International Experience Duration -- Appreciation of Cultural Differences -- Language Ability -- Social Support -- Paradox Mindset -- Study 1 Discussion -- Study 2 Methods -- Participants and Recruitment -- Design and Procedure -- Measures -- Study 2 Results -- Hypothesis Testing -- Exploratory Analyses -- Study 2 Discussion -- General Discussion -- Global Leader Identity Construction Involves Change and Stability -- Global Leader Identity Construction May Occur through Three Pathways -- Global Leader Identity Construction Is a Social Process Motivated by Appreciation -- Managerial Implications -- Limitations -- Future Research -- Conclusion -- Notes -- References -- Leading Innovation in a Multicultural and Digitally Connected World - an exploratory study -- Abstract -- Introduction -- Current Research -- Methodology -- Context and Methods Data Collection -- Findings -- Leading Geographically Distributed Teams -- Motivations for Cross-cultural Collaboration and Knowledge-sharing -- Recognition -- Knowledge-sharing -- Responsive Feedback -- Project Engagement -- Discussion -- Discussion and Conclusion -- References -- PART II. Practitioner's Corner -- An Interview with Paula Caligiuri, Pioneer in Global Leadership Effectiveness Research -- Abstract -- Resources -- Research, Dissemination, and Activism - The Grand Challenge of Refugees' Integration: An Interview with Betina Szkudlarek -- Abstract -- References -- RESOURCES -- An Interview with Milena Pighi, Head of Corporate Social Responsibility at the BMW Group -- Abstract -- Developing Future Global Leaders' Competencies in a Business School Course: A Case Study of a Course Design Inspired by Tea ... -- Abstract -- Context, Challenges and Opportunities -- Context -- Challenges and Opportunities -- Course Philosophy and Team-based Learning -- Course Philosophy -- Team-based Learning -- NHH Global Leadership Course Design: Teaching Method, Competencies, Activities and Assignments -- Competency 1: The Ability to Demonstrate Self-awareness -- Competency 2: The Ability to Communicate Effectively When Working in an International Environment -- Competency 3: The Ability to Think Critically -- Course Effectiveness -- Discussion -- Acknowledgements -- Notes -- References -- Conclusion -- Global Leadership Effectiveness: First Steps and Future Directions -- Abstract -- Where Next for Research on Global Leadership Effectiveness? -- Antecedents of Global Leadership Effectiveness -- Conditions of Global Leadership Effectiveness -- Dimensions of Global Leadership Effectiveness -- Conclusion -- References Leadership-Moral and ethical aspects |
| title | Advances in Global Leadership |
| title_auth | Advances in Global Leadership |
| title_exact_search | Advances in Global Leadership |
| title_full | Advances in Global Leadership |
| title_fullStr | Advances in Global Leadership |
| title_full_unstemmed | Advances in Global Leadership |
| title_short | Advances in Global Leadership |
| title_sort | advances in global leadership |
| topic | Leadership-Moral and ethical aspects |
| topic_facet | Leadership-Moral and ethical aspects |
| work_keys_str_mv | AT oslandjoyces advancesingloballeadership AT reichebsebastian advancesingloballeadership AT szkudlarekbetina advancesingloballeadership AT mendenhallmarke advancesingloballeadership |