Advances in Global Leadership:
Advances in Global Leadershipcollects insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field. In addition to traditional research, Volume 15 focuses on power and global leadership, an under-researched topic in the field of global leadership
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2023
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Advances in Global Leadership Series
v.15 |
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Advances in Global Leadershipcollects insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field. In addition to traditional research, Volume 15 focuses on power and global leadership, an under-researched topic in the field of global leadership |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (329 Seiten) |
| ISBN: | 9781804558584 |
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| 245 | 1 | 0 | |a Advances in Global Leadership |
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| 490 | 0 | |a Advances in Global Leadership Series |v v.15 | |
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Cover -- ADVANCES IN GLOBAL LEADERSHIP -- ADVANCES IN GLOBAL LEADERSHIP -- EDITORIAL ADVISORY BOARD -- ADVANCES IN GLOBAL LEADERSHIP -- Copyright -- Dedication -- CONTENTS -- LIST OF FIGURES AND TABLES -- ABOUT THE AUTHORS -- ABOUT THE EDITORS -- THE EMERALD LITERATI AWARDS -- NEW ADVANCES IN GLOBAL LEADERSHIP: INTRODUCTION TO VOLUME 15 -- PART I: CONCEPTUAL AND EMPIRICAL FINDINGS -- PART II: THE PRACTITIONERS' CORNER -- REFERENCES -- IN MEMORIAM -- REMEMBERING JANET BENNETT -- ACKNOWLEDGMENTS -- I. Empirical Findings -- A Systematic Review of Power in Global Leadership -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Patterns and Themes in the Literature -- Agenda for Future Research -- Viewing Power as a Bilateral Process of Mutual Influence -- Expanding Inquiry Into Global Leaders' Sources of Power -- The Purpose of Power -- Methodological Approaches -- Conclusion -- References -- Six Factors That Shape How Global Leaders Exercise Power and Influence Followers -- Abstract -- Understanding Bases of Power -- Applying Power to Global Leadership -- Methodology -- Research Setting and Participants -- Data Collection -- Data Analysis -- Findings -- Complicating Factor #1: Language -- The Complexity of First Language to Second Language and Vice Versa -- The Complexity of Second Language to Second Language -- The Complexity of Cultural Nuances in How Information Is Relayed -- Complicating Factor #2: Culture -- The Complexities of Culture and Legitimate Power of Position -- The Complexities of Culture and Personal Reward Power -- The Complexities of Culture and Personal Coercive Power -- The Complexities of Aligning National and Organizational Cultures -- Complicating Factor #3: Time Zones -- Complicating Factor #4: Physical Distance | |
| 505 | 8 | |a Complicating Factor #5: Matrix Organizations -- High-Quality Relationships as an Antidote to Complexity -- Interdependence -- Understanding -- Trust -- Discussion -- High-Quality Relationships as an Enabling Resource -- Prosocial Power -- LMX -- Positive Relationships -- Theoretical Contributions -- Practical Implications -- Future Research and Limitations -- References -- Leading Effective Global Change: Three Design Imperatives That Support Success -- Abstract -- Introduction -- Literature Review -- Leading Global Change -- Cultural Complexity in Leading Global Change -- Process Complexity in Leading Global Change -- Methodology -- Getting Started -- Selecting Organizations -- Selecting Cases -- Instruments, Protocols, and Entering the Field -- Data Analysis and Shaping Hypotheses -- Enfolding Literature -- Design Imperatives for Leading Successful Global Change -- Design Imperative 1: Participatory Process -- Establish a Clear Shared Vision -- Ensure a Collaborative Start -- Invite to the Table as Equals -- Seek Ideas From Outside Headquarters -- Recognize and Celebrate Others -- Build Systems for Interdependence and Mutual Accountability -- Concluding Thoughts on Participatory Process -- Design Imperative 2: Representative Leadership -- Create Local Leadership -- Enable Knowledgeable Leadership -- Empower Willing Leadership -- Develop Bridge People -- Concluding Thoughts on Representative Leadership -- Design Imperative 3: Nested Implementation -- Leverage Formal Communication Channels -- Attend to Individual Needs Through Interpersonal Communication -- Set Global Standards With Local Flexibility -- Test to Establish Regional Credibility -- Concluding Thoughts on Nested Implementation -- Discussion -- Participatory Process' Connection to Literature -- Representative Leadership's Connection to Literature | |
| 505 | 8 | |a Nested Implementation's Connection to Literature -- Limitations, Implications for Practice, and Future Research -- The Role of Shared Identity in Advancing Global Change Efforts -- Knowledge Sharing and Successful Global Change -- Developing Boundary Spanners for Global Change Leadership -- Conclusion -- References -- Items in the survey: -- Initial Questions -- Follow-Up Questions -- A Model of Trigger Events and Sensemaking in the Intercultural Context: A Cognitive Approach to Global Leadership Effectiveness -- Abstract -- Understanding Sensemaking and Trigger Events -- Sensemaking -- Trigger Events -- The Intercultural Context -- Relevant Literature Review for a Model of Trigger Events and Intercultural Sensemaking -- Trigger Events -- Sensemaking -- Development -- Affective and Behavioral Responses to Trigger Events -- A Model of Trigger Events and Intercultural Sensemaking -- Arousal-Attention -- Arousal-Attention Moderators -- Trigger Conditions -- Trigger Threshold -- Event Response -- New State -- Discussion -- Acknowledgement -- References -- Publishing Patterns in the Field of Global Leadership: 2015-2020 -- Abstract -- Method -- Results -- Number of Global Leadership Publications -- Universities Producing Global Leadership Research -- Authorship of Global Leadership Publications -- Global Leadership Research and Multidisciplinary Concepts -- External Theoretical Bases Employed in Global Leadership Research -- Discussion -- Comparisons and Trends -- Concluding Thoughts -- References -- Bibliography of Sources Studied: 2015-2020 -- 2015 -- 2016 -- 2017 -- 2018 -- 2019 -- 2020 -- Reflections From Advances in Global Leadership's Emerald Literati Award Winners -- Reflecting on the Expert Global Leadership Journey -- References -- Contested Cosmopolitanism: Looking Back, Moving Forward -- References | |
| 505 | 8 | |a Revisiting the Nature of Global Leaders' Work -- "Here Be Paradox" Revisited: What Global Business Leaders Can Teach All of Us About Navigating Change -- References -- Coming to Contextualization: Reflections on the Crafting of Our Emerald Literati Award Paper -- References -- Leading Toward Realities We Desire: By Embracing Humility, Unlearning Convenient Falsehoods, and Recognizing Inconvenient T ... -- References -- Current Perspectives on Global Leadership and the COVID-19 Crisis -- References -- A New COVID-19 Practice Emerges: Are Virtual Assignments With Global Employees Here to Stay? -- Corona Lessons: Preparedness, Connectivity and "Research Flashmobs" -- References -- New Ways of Working in the COVID World -- References -- Revisiting Leveraging the COVID-19 Pandemic to Develop Global Leaders -- References -- II. Practitioners' Corner -- Asking Big Questions That Matter: An Interview With Nancy J. Adler -- Abstract -- Notes -- Tackling Grand Societal Challenges and Designing Consciousness-Raising Experiences Inside and Outside the Classroom: An Int ... -- Abstract -- References -- Developing Global Leaders in Denmark Via Academic-Practitioner Collaboration: Lessons for Educators and Consultants -- Abstract -- Sources of Experience: "Global Leadership Competences for the Future" and the "Global Leadership Academy" -- Learning Point #1: Who Me?!? -- Global Leadership Training for "I'm Not Sure I'm a Global Leader" Managers -- Learning #2: Global Leadership Challenges - Intercultural Differences and Then Some... -- Learning #3: Liability of Foreignness vs. Attractiveness of Foreignness -- Learning #4: Small and Medium-Sized Enterprises -- Conclusion: "Not-So-Global" Global Leadership Development Going Forward? -- References -- Power and Global Leadership: Marking the Transition and Suggesting Future Directions -- Abstract | |
| 505 | 8 | |a The Dominant View: Power in Leadership is the Capacity to Influence Others -- The Emerging View: Power in Global Leadership is the Capacity to Enable a Collective or Community -- An Exciting New Chapter in Research on Global Leadership and Power -- Conclusion -- References | |
| 520 | |a Advances in Global Leadershipcollects insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field. In addition to traditional research, Volume 15 focuses on power and global leadership, an under-researched topic in the field of global leadership | ||
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Executive ability | |
| 700 | 1 | |a Reiche, B. Sebastian |e Sonstige |4 oth | |
| 700 | 1 | |a Mendenhall, Mark E. |e Sonstige |4 oth | |
| 700 | 1 | |a Maznevski, Martha L. |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,c2023 |z 9781804558577 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035213971 | |
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Datensatz im Suchindex
| _version_ | 1810600639249514496 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Osland, Joyce S. |
| author_facet | Osland, Joyce S. |
| author_role | aut |
| author_sort | Osland, Joyce S. |
| author_variant | j s o js jso |
| building | Verbundindex |
| bvnumber | BV049874513 |
| collection | ZDB-30-PQE |
| contents | Cover -- ADVANCES IN GLOBAL LEADERSHIP -- ADVANCES IN GLOBAL LEADERSHIP -- EDITORIAL ADVISORY BOARD -- ADVANCES IN GLOBAL LEADERSHIP -- Copyright -- Dedication -- CONTENTS -- LIST OF FIGURES AND TABLES -- ABOUT THE AUTHORS -- ABOUT THE EDITORS -- THE EMERALD LITERATI AWARDS -- NEW ADVANCES IN GLOBAL LEADERSHIP: INTRODUCTION TO VOLUME 15 -- PART I: CONCEPTUAL AND EMPIRICAL FINDINGS -- PART II: THE PRACTITIONERS' CORNER -- REFERENCES -- IN MEMORIAM -- REMEMBERING JANET BENNETT -- ACKNOWLEDGMENTS -- I. Empirical Findings -- A Systematic Review of Power in Global Leadership -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Patterns and Themes in the Literature -- Agenda for Future Research -- Viewing Power as a Bilateral Process of Mutual Influence -- Expanding Inquiry Into Global Leaders' Sources of Power -- The Purpose of Power -- Methodological Approaches -- Conclusion -- References -- Six Factors That Shape How Global Leaders Exercise Power and Influence Followers -- Abstract -- Understanding Bases of Power -- Applying Power to Global Leadership -- Methodology -- Research Setting and Participants -- Data Collection -- Data Analysis -- Findings -- Complicating Factor #1: Language -- The Complexity of First Language to Second Language and Vice Versa -- The Complexity of Second Language to Second Language -- The Complexity of Cultural Nuances in How Information Is Relayed -- Complicating Factor #2: Culture -- The Complexities of Culture and Legitimate Power of Position -- The Complexities of Culture and Personal Reward Power -- The Complexities of Culture and Personal Coercive Power -- The Complexities of Aligning National and Organizational Cultures -- Complicating Factor #3: Time Zones -- Complicating Factor #4: Physical Distance Complicating Factor #5: Matrix Organizations -- High-Quality Relationships as an Antidote to Complexity -- Interdependence -- Understanding -- Trust -- Discussion -- High-Quality Relationships as an Enabling Resource -- Prosocial Power -- LMX -- Positive Relationships -- Theoretical Contributions -- Practical Implications -- Future Research and Limitations -- References -- Leading Effective Global Change: Three Design Imperatives That Support Success -- Abstract -- Introduction -- Literature Review -- Leading Global Change -- Cultural Complexity in Leading Global Change -- Process Complexity in Leading Global Change -- Methodology -- Getting Started -- Selecting Organizations -- Selecting Cases -- Instruments, Protocols, and Entering the Field -- Data Analysis and Shaping Hypotheses -- Enfolding Literature -- Design Imperatives for Leading Successful Global Change -- Design Imperative 1: Participatory Process -- Establish a Clear Shared Vision -- Ensure a Collaborative Start -- Invite to the Table as Equals -- Seek Ideas From Outside Headquarters -- Recognize and Celebrate Others -- Build Systems for Interdependence and Mutual Accountability -- Concluding Thoughts on Participatory Process -- Design Imperative 2: Representative Leadership -- Create Local Leadership -- Enable Knowledgeable Leadership -- Empower Willing Leadership -- Develop Bridge People -- Concluding Thoughts on Representative Leadership -- Design Imperative 3: Nested Implementation -- Leverage Formal Communication Channels -- Attend to Individual Needs Through Interpersonal Communication -- Set Global Standards With Local Flexibility -- Test to Establish Regional Credibility -- Concluding Thoughts on Nested Implementation -- Discussion -- Participatory Process' Connection to Literature -- Representative Leadership's Connection to Literature Nested Implementation's Connection to Literature -- Limitations, Implications for Practice, and Future Research -- The Role of Shared Identity in Advancing Global Change Efforts -- Knowledge Sharing and Successful Global Change -- Developing Boundary Spanners for Global Change Leadership -- Conclusion -- References -- Items in the survey: -- Initial Questions -- Follow-Up Questions -- A Model of Trigger Events and Sensemaking in the Intercultural Context: A Cognitive Approach to Global Leadership Effectiveness -- Abstract -- Understanding Sensemaking and Trigger Events -- Sensemaking -- Trigger Events -- The Intercultural Context -- Relevant Literature Review for a Model of Trigger Events and Intercultural Sensemaking -- Trigger Events -- Sensemaking -- Development -- Affective and Behavioral Responses to Trigger Events -- A Model of Trigger Events and Intercultural Sensemaking -- Arousal-Attention -- Arousal-Attention Moderators -- Trigger Conditions -- Trigger Threshold -- Event Response -- New State -- Discussion -- Acknowledgement -- References -- Publishing Patterns in the Field of Global Leadership: 2015-2020 -- Abstract -- Method -- Results -- Number of Global Leadership Publications -- Universities Producing Global Leadership Research -- Authorship of Global Leadership Publications -- Global Leadership Research and Multidisciplinary Concepts -- External Theoretical Bases Employed in Global Leadership Research -- Discussion -- Comparisons and Trends -- Concluding Thoughts -- References -- Bibliography of Sources Studied: 2015-2020 -- 2015 -- 2016 -- 2017 -- 2018 -- 2019 -- 2020 -- Reflections From Advances in Global Leadership's Emerald Literati Award Winners -- Reflecting on the Expert Global Leadership Journey -- References -- Contested Cosmopolitanism: Looking Back, Moving Forward -- References Revisiting the Nature of Global Leaders' Work -- "Here Be Paradox" Revisited: What Global Business Leaders Can Teach All of Us About Navigating Change -- References -- Coming to Contextualization: Reflections on the Crafting of Our Emerald Literati Award Paper -- References -- Leading Toward Realities We Desire: By Embracing Humility, Unlearning Convenient Falsehoods, and Recognizing Inconvenient T ... -- References -- Current Perspectives on Global Leadership and the COVID-19 Crisis -- References -- A New COVID-19 Practice Emerges: Are Virtual Assignments With Global Employees Here to Stay? -- Corona Lessons: Preparedness, Connectivity and "Research Flashmobs" -- References -- New Ways of Working in the COVID World -- References -- Revisiting Leveraging the COVID-19 Pandemic to Develop Global Leaders -- References -- II. Practitioners' Corner -- Asking Big Questions That Matter: An Interview With Nancy J. Adler -- Abstract -- Notes -- Tackling Grand Societal Challenges and Designing Consciousness-Raising Experiences Inside and Outside the Classroom: An Int ... -- Abstract -- References -- Developing Global Leaders in Denmark Via Academic-Practitioner Collaboration: Lessons for Educators and Consultants -- Abstract -- Sources of Experience: "Global Leadership Competences for the Future" and the "Global Leadership Academy" -- Learning Point #1: Who Me?!? -- Global Leadership Training for "I'm Not Sure I'm a Global Leader" Managers -- Learning #2: Global Leadership Challenges - Intercultural Differences and Then Some... -- Learning #3: Liability of Foreignness vs. Attractiveness of Foreignness -- Learning #4: Small and Medium-Sized Enterprises -- Conclusion: "Not-So-Global" Global Leadership Development Going Forward? -- References -- Power and Global Leadership: Marking the Transition and Suggesting Future Directions -- Abstract The Dominant View: Power in Leadership is the Capacity to Influence Others -- The Emerging View: Power in Global Leadership is the Capacity to Enable a Collective or Community -- An Exciting New Chapter in Research on Global Leadership and Power -- Conclusion -- References |
| ctrlnum | (ZDB-30-PQE)EBC7205734 (ZDB-30-PAD)EBC7205734 (ZDB-89-EBL)EBL7205734 (OCoLC)1371753251 (DE-599)BVBBV049874513 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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Empirical Findings -- A Systematic Review of Power in Global Leadership -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Patterns and Themes in the Literature -- Agenda for Future Research -- Viewing Power as a Bilateral Process of Mutual Influence -- Expanding Inquiry Into Global Leaders' Sources of Power -- The Purpose of Power -- Methodological Approaches -- Conclusion -- References -- Six Factors That Shape How Global Leaders Exercise Power and Influence Followers -- Abstract -- Understanding Bases of Power -- Applying Power to Global Leadership -- Methodology -- Research Setting and Participants -- Data Collection -- Data Analysis -- Findings -- Complicating Factor #1: Language -- The Complexity of First Language to Second Language and Vice Versa -- The Complexity of Second Language to Second Language -- The Complexity of Cultural Nuances in How Information Is Relayed -- 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Practitioners' Corner -- Asking Big Questions That Matter: An Interview With Nancy J. Adler -- Abstract -- Notes -- Tackling Grand Societal Challenges and Designing Consciousness-Raising Experiences Inside and Outside the Classroom: An Int ... -- Abstract -- References -- Developing Global Leaders in Denmark Via Academic-Practitioner Collaboration: Lessons for Educators and Consultants -- Abstract -- Sources of Experience: "Global Leadership Competences for the Future" and the "Global Leadership Academy" -- Learning Point #1: Who Me?!? -- Global Leadership Training for "I'm Not Sure I'm a Global Leader" Managers -- Learning #2: Global Leadership Challenges - Intercultural Differences and Then Some... -- Learning #3: Liability of Foreignness vs. Attractiveness of Foreignness -- Learning #4: Small and Medium-Sized Enterprises -- Conclusion: "Not-So-Global" Global Leadership Development Going Forward? -- References -- Power and Global Leadership: Marking the Transition and Suggesting Future Directions -- Abstract</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Dominant View: Power in Leadership is the Capacity to Influence Others -- The Emerging View: Power in Global Leadership is the Capacity to Enable a Collective or Community -- An Exciting New Chapter in Research on Global Leadership and Power -- Conclusion -- References</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Advances in Global Leadershipcollects insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field. In addition to traditional research, Volume 15 focuses on power and global leadership, an under-researched topic in the field of global leadership</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Leadership</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Executive ability</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Reiche, B. 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| id | DE-604.BV049874513 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:22:06Z |
| institution | BVB |
| isbn | 9781804558584 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213971 |
| oclc_num | 1371753251 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (329 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| 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 2023 ©2023 1 Online-Ressource (329 Seiten) txt rdacontent c rdamedia cr rdacarrier Advances in Global Leadership Series v.15 Description based on publisher supplied metadata and other sources Cover -- ADVANCES IN GLOBAL LEADERSHIP -- ADVANCES IN GLOBAL LEADERSHIP -- EDITORIAL ADVISORY BOARD -- ADVANCES IN GLOBAL LEADERSHIP -- Copyright -- Dedication -- CONTENTS -- LIST OF FIGURES AND TABLES -- ABOUT THE AUTHORS -- ABOUT THE EDITORS -- THE EMERALD LITERATI AWARDS -- NEW ADVANCES IN GLOBAL LEADERSHIP: INTRODUCTION TO VOLUME 15 -- PART I: CONCEPTUAL AND EMPIRICAL FINDINGS -- PART II: THE PRACTITIONERS' CORNER -- REFERENCES -- IN MEMORIAM -- REMEMBERING JANET BENNETT -- ACKNOWLEDGMENTS -- I. Empirical Findings -- A Systematic Review of Power in Global Leadership -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Patterns and Themes in the Literature -- Agenda for Future Research -- Viewing Power as a Bilateral Process of Mutual Influence -- Expanding Inquiry Into Global Leaders' Sources of Power -- The Purpose of Power -- Methodological Approaches -- Conclusion -- References -- Six Factors That Shape How Global Leaders Exercise Power and Influence Followers -- Abstract -- Understanding Bases of Power -- Applying Power to Global Leadership -- Methodology -- Research Setting and Participants -- Data Collection -- Data Analysis -- Findings -- Complicating Factor #1: Language -- The Complexity of First Language to Second Language and Vice Versa -- The Complexity of Second Language to Second Language -- The Complexity of Cultural Nuances in How Information Is Relayed -- Complicating Factor #2: Culture -- The Complexities of Culture and Legitimate Power of Position -- The Complexities of Culture and Personal Reward Power -- The Complexities of Culture and Personal Coercive Power -- The Complexities of Aligning National and Organizational Cultures -- Complicating Factor #3: Time Zones -- Complicating Factor #4: Physical Distance Complicating Factor #5: Matrix Organizations -- High-Quality Relationships as an Antidote to Complexity -- Interdependence -- Understanding -- Trust -- Discussion -- High-Quality Relationships as an Enabling Resource -- Prosocial Power -- LMX -- Positive Relationships -- Theoretical Contributions -- Practical Implications -- Future Research and Limitations -- References -- Leading Effective Global Change: Three Design Imperatives That Support Success -- Abstract -- Introduction -- Literature Review -- Leading Global Change -- Cultural Complexity in Leading Global Change -- Process Complexity in Leading Global Change -- Methodology -- Getting Started -- Selecting Organizations -- Selecting Cases -- Instruments, Protocols, and Entering the Field -- Data Analysis and Shaping Hypotheses -- Enfolding Literature -- Design Imperatives for Leading Successful Global Change -- Design Imperative 1: Participatory Process -- Establish a Clear Shared Vision -- Ensure a Collaborative Start -- Invite to the Table as Equals -- Seek Ideas From Outside Headquarters -- Recognize and Celebrate Others -- Build Systems for Interdependence and Mutual Accountability -- Concluding Thoughts on Participatory Process -- Design Imperative 2: Representative Leadership -- Create Local Leadership -- Enable Knowledgeable Leadership -- Empower Willing Leadership -- Develop Bridge People -- Concluding Thoughts on Representative Leadership -- Design Imperative 3: Nested Implementation -- Leverage Formal Communication Channels -- Attend to Individual Needs Through Interpersonal Communication -- Set Global Standards With Local Flexibility -- Test to Establish Regional Credibility -- Concluding Thoughts on Nested Implementation -- Discussion -- Participatory Process' Connection to Literature -- Representative Leadership's Connection to Literature Nested Implementation's Connection to Literature -- Limitations, Implications for Practice, and Future Research -- The Role of Shared Identity in Advancing Global Change Efforts -- Knowledge Sharing and Successful Global Change -- Developing Boundary Spanners for Global Change Leadership -- Conclusion -- References -- Items in the survey: -- Initial Questions -- Follow-Up Questions -- A Model of Trigger Events and Sensemaking in the Intercultural Context: A Cognitive Approach to Global Leadership Effectiveness -- Abstract -- Understanding Sensemaking and Trigger Events -- Sensemaking -- Trigger Events -- The Intercultural Context -- Relevant Literature Review for a Model of Trigger Events and Intercultural Sensemaking -- Trigger Events -- Sensemaking -- Development -- Affective and Behavioral Responses to Trigger Events -- A Model of Trigger Events and Intercultural Sensemaking -- Arousal-Attention -- Arousal-Attention Moderators -- Trigger Conditions -- Trigger Threshold -- Event Response -- New State -- Discussion -- Acknowledgement -- References -- Publishing Patterns in the Field of Global Leadership: 2015-2020 -- Abstract -- Method -- Results -- Number of Global Leadership Publications -- Universities Producing Global Leadership Research -- Authorship of Global Leadership Publications -- Global Leadership Research and Multidisciplinary Concepts -- External Theoretical Bases Employed in Global Leadership Research -- Discussion -- Comparisons and Trends -- Concluding Thoughts -- References -- Bibliography of Sources Studied: 2015-2020 -- 2015 -- 2016 -- 2017 -- 2018 -- 2019 -- 2020 -- Reflections From Advances in Global Leadership's Emerald Literati Award Winners -- Reflecting on the Expert Global Leadership Journey -- References -- Contested Cosmopolitanism: Looking Back, Moving Forward -- References Revisiting the Nature of Global Leaders' Work -- "Here Be Paradox" Revisited: What Global Business Leaders Can Teach All of Us About Navigating Change -- References -- Coming to Contextualization: Reflections on the Crafting of Our Emerald Literati Award Paper -- References -- Leading Toward Realities We Desire: By Embracing Humility, Unlearning Convenient Falsehoods, and Recognizing Inconvenient T ... -- References -- Current Perspectives on Global Leadership and the COVID-19 Crisis -- References -- A New COVID-19 Practice Emerges: Are Virtual Assignments With Global Employees Here to Stay? -- Corona Lessons: Preparedness, Connectivity and "Research Flashmobs" -- References -- New Ways of Working in the COVID World -- References -- Revisiting Leveraging the COVID-19 Pandemic to Develop Global Leaders -- References -- II. Practitioners' Corner -- Asking Big Questions That Matter: An Interview With Nancy J. Adler -- Abstract -- Notes -- Tackling Grand Societal Challenges and Designing Consciousness-Raising Experiences Inside and Outside the Classroom: An Int ... -- Abstract -- References -- Developing Global Leaders in Denmark Via Academic-Practitioner Collaboration: Lessons for Educators and Consultants -- Abstract -- Sources of Experience: "Global Leadership Competences for the Future" and the "Global Leadership Academy" -- Learning Point #1: Who Me?!? -- Global Leadership Training for "I'm Not Sure I'm a Global Leader" Managers -- Learning #2: Global Leadership Challenges - Intercultural Differences and Then Some... -- Learning #3: Liability of Foreignness vs. Attractiveness of Foreignness -- Learning #4: Small and Medium-Sized Enterprises -- Conclusion: "Not-So-Global" Global Leadership Development Going Forward? -- References -- Power and Global Leadership: Marking the Transition and Suggesting Future Directions -- Abstract The Dominant View: Power in Leadership is the Capacity to Influence Others -- The Emerging View: Power in Global Leadership is the Capacity to Enable a Collective or Community -- An Exciting New Chapter in Research on Global Leadership and Power -- Conclusion -- References Advances in Global Leadershipcollects insights from leading scholars and practitioners and fresh ideas from promising newcomers to the field. In addition to traditional research, Volume 15 focuses on power and global leadership, an under-researched topic in the field of global leadership Leadership Executive ability Reiche, B. Sebastian Sonstige oth Mendenhall, Mark E. Sonstige oth Maznevski, Martha L. Sonstige oth Erscheint auch als Druck-Ausgabe Osland, Joyce S. Advances in Global Leadership Bingley : Emerald Publishing Limited,c2023 9781804558577 |
| spellingShingle | Osland, Joyce S. Advances in Global Leadership Cover -- ADVANCES IN GLOBAL LEADERSHIP -- ADVANCES IN GLOBAL LEADERSHIP -- EDITORIAL ADVISORY BOARD -- ADVANCES IN GLOBAL LEADERSHIP -- Copyright -- Dedication -- CONTENTS -- LIST OF FIGURES AND TABLES -- ABOUT THE AUTHORS -- ABOUT THE EDITORS -- THE EMERALD LITERATI AWARDS -- NEW ADVANCES IN GLOBAL LEADERSHIP: INTRODUCTION TO VOLUME 15 -- PART I: CONCEPTUAL AND EMPIRICAL FINDINGS -- PART II: THE PRACTITIONERS' CORNER -- REFERENCES -- IN MEMORIAM -- REMEMBERING JANET BENNETT -- ACKNOWLEDGMENTS -- I. Empirical Findings -- A Systematic Review of Power in Global Leadership -- Abstract -- Purpose and Research Questions -- Method -- Search Method and Article Inclusion -- Article Analysis -- Results -- Main Results -- Key Patterns and Themes in the Literature -- Agenda for Future Research -- Viewing Power as a Bilateral Process of Mutual Influence -- Expanding Inquiry Into Global Leaders' Sources of Power -- The Purpose of Power -- Methodological Approaches -- Conclusion -- References -- Six Factors That Shape How Global Leaders Exercise Power and Influence Followers -- Abstract -- Understanding Bases of Power -- Applying Power to Global Leadership -- Methodology -- Research Setting and Participants -- Data Collection -- Data Analysis -- Findings -- Complicating Factor #1: Language -- The Complexity of First Language to Second Language and Vice Versa -- The Complexity of Second Language to Second Language -- The Complexity of Cultural Nuances in How Information Is Relayed -- Complicating Factor #2: Culture -- The Complexities of Culture and Legitimate Power of Position -- The Complexities of Culture and Personal Reward Power -- The Complexities of Culture and Personal Coercive Power -- The Complexities of Aligning National and Organizational Cultures -- Complicating Factor #3: Time Zones -- Complicating Factor #4: Physical Distance Complicating Factor #5: Matrix Organizations -- High-Quality Relationships as an Antidote to Complexity -- Interdependence -- Understanding -- Trust -- Discussion -- High-Quality Relationships as an Enabling Resource -- Prosocial Power -- LMX -- Positive Relationships -- Theoretical Contributions -- Practical Implications -- Future Research and Limitations -- References -- Leading Effective Global Change: Three Design Imperatives That Support Success -- Abstract -- Introduction -- Literature Review -- Leading Global Change -- Cultural Complexity in Leading Global Change -- Process Complexity in Leading Global Change -- Methodology -- Getting Started -- Selecting Organizations -- Selecting Cases -- Instruments, Protocols, and Entering the Field -- Data Analysis and Shaping Hypotheses -- Enfolding Literature -- Design Imperatives for Leading Successful Global Change -- Design Imperative 1: Participatory Process -- Establish a Clear Shared Vision -- Ensure a Collaborative Start -- Invite to the Table as Equals -- Seek Ideas From Outside Headquarters -- Recognize and Celebrate Others -- Build Systems for Interdependence and Mutual Accountability -- Concluding Thoughts on Participatory Process -- Design Imperative 2: Representative Leadership -- Create Local Leadership -- Enable Knowledgeable Leadership -- Empower Willing Leadership -- Develop Bridge People -- Concluding Thoughts on Representative Leadership -- Design Imperative 3: Nested Implementation -- Leverage Formal Communication Channels -- Attend to Individual Needs Through Interpersonal Communication -- Set Global Standards With Local Flexibility -- Test to Establish Regional Credibility -- Concluding Thoughts on Nested Implementation -- Discussion -- Participatory Process' Connection to Literature -- Representative Leadership's Connection to Literature Nested Implementation's Connection to Literature -- Limitations, Implications for Practice, and Future Research -- The Role of Shared Identity in Advancing Global Change Efforts -- Knowledge Sharing and Successful Global Change -- Developing Boundary Spanners for Global Change Leadership -- Conclusion -- References -- Items in the survey: -- Initial Questions -- Follow-Up Questions -- A Model of Trigger Events and Sensemaking in the Intercultural Context: A Cognitive Approach to Global Leadership Effectiveness -- Abstract -- Understanding Sensemaking and Trigger Events -- Sensemaking -- Trigger Events -- The Intercultural Context -- Relevant Literature Review for a Model of Trigger Events and Intercultural Sensemaking -- Trigger Events -- Sensemaking -- Development -- Affective and Behavioral Responses to Trigger Events -- A Model of Trigger Events and Intercultural Sensemaking -- Arousal-Attention -- Arousal-Attention Moderators -- Trigger Conditions -- Trigger Threshold -- Event Response -- New State -- Discussion -- Acknowledgement -- References -- Publishing Patterns in the Field of Global Leadership: 2015-2020 -- Abstract -- Method -- Results -- Number of Global Leadership Publications -- Universities Producing Global Leadership Research -- Authorship of Global Leadership Publications -- Global Leadership Research and Multidisciplinary Concepts -- External Theoretical Bases Employed in Global Leadership Research -- Discussion -- Comparisons and Trends -- Concluding Thoughts -- References -- Bibliography of Sources Studied: 2015-2020 -- 2015 -- 2016 -- 2017 -- 2018 -- 2019 -- 2020 -- Reflections From Advances in Global Leadership's Emerald Literati Award Winners -- Reflecting on the Expert Global Leadership Journey -- References -- Contested Cosmopolitanism: Looking Back, Moving Forward -- References Revisiting the Nature of Global Leaders' Work -- "Here Be Paradox" Revisited: What Global Business Leaders Can Teach All of Us About Navigating Change -- References -- Coming to Contextualization: Reflections on the Crafting of Our Emerald Literati Award Paper -- References -- Leading Toward Realities We Desire: By Embracing Humility, Unlearning Convenient Falsehoods, and Recognizing Inconvenient T ... -- References -- Current Perspectives on Global Leadership and the COVID-19 Crisis -- References -- A New COVID-19 Practice Emerges: Are Virtual Assignments With Global Employees Here to Stay? -- Corona Lessons: Preparedness, Connectivity and "Research Flashmobs" -- References -- New Ways of Working in the COVID World -- References -- Revisiting Leveraging the COVID-19 Pandemic to Develop Global Leaders -- References -- II. Practitioners' Corner -- Asking Big Questions That Matter: An Interview With Nancy J. Adler -- Abstract -- Notes -- Tackling Grand Societal Challenges and Designing Consciousness-Raising Experiences Inside and Outside the Classroom: An Int ... -- Abstract -- References -- Developing Global Leaders in Denmark Via Academic-Practitioner Collaboration: Lessons for Educators and Consultants -- Abstract -- Sources of Experience: "Global Leadership Competences for the Future" and the "Global Leadership Academy" -- Learning Point #1: Who Me?!? -- Global Leadership Training for "I'm Not Sure I'm a Global Leader" Managers -- Learning #2: Global Leadership Challenges - Intercultural Differences and Then Some... -- Learning #3: Liability of Foreignness vs. Attractiveness of Foreignness -- Learning #4: Small and Medium-Sized Enterprises -- Conclusion: "Not-So-Global" Global Leadership Development Going Forward? -- References -- Power and Global Leadership: Marking the Transition and Suggesting Future Directions -- Abstract The Dominant View: Power in Leadership is the Capacity to Influence Others -- The Emerging View: Power in Global Leadership is the Capacity to Enable a Collective or Community -- An Exciting New Chapter in Research on Global Leadership and Power -- Conclusion -- References Leadership Executive ability |
| 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 Executive ability |
| topic_facet | Leadership Executive ability |
| work_keys_str_mv | AT oslandjoyces advancesingloballeadership AT reichebsebastian advancesingloballeadership AT mendenhallmarke advancesingloballeadership AT maznevskimarthal advancesingloballeadership |