By William Mobley
The urgency of a deeper knowing of the character and improvement of leaders who may be powerful throughout a number of contexts and nationwide barriers hasn't ever been extra obvious. "The Advances in worldwide management sequence" seeks to give a contribution to this realizing by way of providing unique papers by means of lecturers, practitioners and specialists actively engaged in international management from a number of views. quantity five of this sequence comprises chapters on: character, management and globalization; the jobs of overseas adventure, experiential studying, and cultural intelligence in constructing worldwide leaders; an integrative framework for assessing, training and constructing worldwide leaders; constructing balanced international management groups; management in strategic alliances; management within the Mid-East, Korea and Europe; management and environmental scanning; and, moral management. Authors of this name come from China, eire, Korea, Singapore, U.K. and united states.
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Additional resources for Advances in Global Leadership
What impacts do leaders have? What are the focus, level and breadth of these impacts? 2. Key competencies. What are the desirable leadership behaviours, what are the key competencies? 3. Individual antecedents of those competencies: What are the individual dispositional factors that lead to such behaviours? 4. Context: Situational and cultural variables. These include the various ‘drivers of’ and ‘barriers to’ success. The approach also considers the role of risk factors, in terms of both individual characteristics and contextual contingencies.
Less common is the examination of leaders’ and managers’ motives, values or attitudes. For example, what motives underlie certain behaviours in a particular setting: a desire for power, for money or to achieve ethical goals? Motives, values and personality overlap and relate to corporate culture when aggregated across individuals. In general, motives may be viewed as more localised in time and space while values are deeply internalised and set the rank ordering of importance and the prioritisation given to potentially competing demands: making money or treating people well; creating a stable working environment or ensuring innovation and change can ﬂourish.
P. (2006). Globalization: The basic principles of leadership are universal and timeless. In: W. H. Mobley & E. Weldon (Eds), Advances in global leadership (Vol. 4, pp. 143–160). Amsterdam: Elsevier. Collins, J. (2001). Good to great. New York: HarperCollins. Costa, P. , & McCrae, R. R. (1992). Revised NEO Personality Inventory (NEO-PI-R) and NEO Five-Factor (NEO-FFI) Inventory Professional Manual. Odessa, FL: Psychological Assessment Resources. Day, D. , & Lord, R. G. (1988). Executive leadership and organizational performance.