Global Leadership from A to Z: Creating High Commitment Organizations

Kets de Vries, Manfred F.R.; Florent-Treacy, Elizabeth
June 2002
Organizational Dynamics;Summer2002, Vol. 30 Issue 4, p295
Academic Journal
What--if anything--distinguishes an effective leader from an effective 'global' leader? Hoping to answer this and other related questions, the authors of this paper address a number of themes that characterize effective global leaders. After exploring the results of a large number of consultations and research projects that they had conducted in global organizations, the authors concluded that it is only when leaders establish a state of complementarity with the 'universal motivational need systems' of their followers that a global corporation fully develops. In this paper, the authors focus on this state of complementarity, arguing that vision, mission, and cultural and strategic factors in an organization have to be aligned with universal motivational need systems of employees. They further argue that without such alignment, no organization can be truly effective on a global scale. First, the authors establish what they mean by the term 'global organization.' Then they look at global leadership 'best practices'--meaning, the ways in which successful leaders create a cohesive global organizational culture. Finally, the authors discuss specific competencies that relate directly to the role of the chief executive officer (CEO) in these organizations and explore how would-be global leaders can best be selected and developed. INSET: EXECUTIVES STUDIED AND METHODS USED.


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