TITLE

In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE

AUTHOR(S)
Javidan, Masour; Dorfman, Peter W.; De Luque, Mary Sully; House, Robert J.
PUB. DATE
February 2006
SOURCE
Academy of Management Perspectives;Feb2006, Vol. 20 Issue 1, p67
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
Global leadership has been identified as a critical success factor for large multinational corporations. While there is much writing on the topic, most seems to be either general advice (i.e., being open minded and respectful of other cultures) or very specific information about a particular country based on a limited case study (do not show the soles of your shoes when seated as a guest in an Arab country). Both kinds of information are certainly useful, but limited from both theoretical and practical viewpoints on how to lead in a foreign country. In this paper, findings from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide leadership differences. We use a hypothetical case of an American executive in charge of four similar teams in Brazil, France, Egypt, and China to discuss cultural implications for the American executive. Using the hypothetical case involving five different countries allows us to provide in-depth action oriented and context specific advice, congruent with GLOBE findings, for effectively interacting with employees from different cultures. We end the paper with a discussion of the challenges facing global executives and how corporations can develop useful global leadership capabilities.
ACCESSION #
19873410

 

Related Articles

  • Selecting and Developing the Global Versus the Expatriate Manager: A Review of the State-of-the-Art. Pucik, Vladimir; Saba, Tania // Human Resource Planning;1998, Vol. 21 Issue 4, p40 

    This article presents a working definition of two key concepts in international human resource management: a global manager and an expatriate manager. The expatriate manager or the international manager is defined, in a narrow sense, as an executive in a leadership position that involves...

  • Developing an Effective Repatriation Strategy for MNC: A Model and Tools for International Human Resource Management. Chew, Janet; Debowski, Shelda // Journal of Comparative International Management;Dec2008, Vol. 11 Issue 2, p3 

    With the increasing movement of employees across national boundaries comes a stronger focus on the needs of repatriates of multinational corporations. These workers have needs that are often unrecognized. In particular, they may suffer similar emotional dislocation to those working as...

  • AN ANALYSIS OF HOW THE U.S. MULTINATIONAL COMPANY CONSIDERS THE WIFE OF THE AMERICAN EXPATRIATE MANAGER. Baker, James C. // Academy of Management Proceedings (00650668);1975, p258 

    This paper reports the findings of a study of 300 U.S. multinational companies (MNCs), surveyed to determine the policies; and practices used in treating the wives of executives selected for overseas assignments, i.e., whether a company considers the wife before selection of the executive,...

  • Flex. Hyun, Jane; Lee, Audrey S. // Flex - Business Book Summaries;2/26/2015, p1 

    Today’s diverse and global workplace is flush with differences. In Flex, leadership and diversity strategists Jane Hyun and Audrey S. Lee explore how managers can remove the barriers that keep them from engaging with colleagues who are different from them. By providing insights from...

  • THE PERSONAL QUEST FOR BUILDING GLOBAL COMPETENCE: A TAXONOMY OF SELF-INITIATING CAREER PATH STRATEGIES FOR GAINING BUSINESS EXPERIENCE ABROAD. VANCE, CHARLES M. // Academy of Management Proceedings & Membership Directory;2002, pB1 

    There is strong evidence that work experience abroad can be very valuable for developing global competencies for career success in today's global economy-whether one's career is at home or abroad. However, career research has been notably silent in providing career models for gaining...

  • FUTURE DIRECTIONS FOR MANAGEMENT THEORY DEVELOPMENT. Doktor, Robert; Tung, Rosalie L.; Von Glinow, Mary Ann // Academy of Management Review;Apr91, Vol. 16 Issue 2, p362 

    The article focuses on the development of management paradigms encompassing the management systems used in Europe and Japan. A discussion is presented about difficulties arising out of the cultural diversity of the organization's members and clients and various Management behaviors based upon...

  • Competition in finance offers a world of new rules. Hammerly, Harry; Gray, Jack // Financial Executive;May/Jun88, Vol. 4 Issue 3, p56 

    The article refers to the impact of globalization and increased foreign competition on the skill requirements for financial executives in multinational companies and staff members in foreign subsidiaries. Executives need to be informed in six major areas of knowledge such as: having an awareness...

  • Global Dexterity. Molinsky, Andy // Global Dexterity;4/9/2014, p1 

    Today’s global business environment requires business leaders with sophisticated cross-cultural awareness and quality interpersonal communication. In the Harvard Business School Publishign title Global Dexterity, professor Andy Molinsky offers a coherent and comprehensive toolkit to...

  • IMMIGRANT DIVERSITY AND COMMUNICATION PRACTICES IN THE NEW ZEALAND BUSINESS SECTOR. Cruickshank, Prue // Business Communication Quarterly;Mar2007, Vol. 70 Issue 1, p87 

    The article discusses the pressures that the global economy has placed on inter-cultural communication and diversity issues within the New Zealand workplace. In order to fill job shortages, New Zealand has been attracting and recruiting skilled, professional immigrants from China, India, and...

Share

Read the Article

Courtesy of VIRGINIA BEACH PUBLIC LIBRARY AND SYSTEM

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics