Global Leadership Development Research Articles

Do organizations based in Poland need identity leadership? Polish adaptation of the short and full form of identity leadership inventory

PurposeThe study aimed to test the validity and reliability of the Polish version of the identity leadership inventory (ILI) proposed by Steffens, Haslam, Reicher et al. (2014) and to confirm the relationship between identity leadership and various job-related outcomes (i.e., trust in leaders, job satisfaction, work engagement and turnover intentions) among employees from Poland-based organizations. Identity leadership appears to be a universal construct (van Dick, Ciampa, & Liang, 2018) but no one has studied it in Poland so far.Design/methodology/approachThe sample consisted of 1078 employees collected in two independent subsamples from different organizations located in Northern and Central Poland. We evaluated the ILI’s factorial structure using confirmatory factor analysis.FindingsThe results confirm that the 15-item Polish version of the ILI has a four-dimensional structure with factors representing prototypicality, advancement, entrepreneurship and impresarioship. It showed satisfactory reliability. The identity leadership inventory-short form (four items) also showed a good fit with the data. As expected, the relationships between identity leadership and important work-related outcomes (general level of job satisfaction, work engagement, trust toward the leader and turnover intentions) were also significant.Originality/valueDespite the cultural specifics of Polish organizations, the research results were generally very similar to those in other countries, confirming the universality of the ILI as shown in the Global Identity Leadership Development project (GILD, see van Dick, Ciampa, & Liang, 2018; van Dick et al., 2021).

Model for Global Leadership Development in Multinational Corporations (MNCs)

Model for Global Leadership Development in Multinational Corporations (MNCs)

ADL relational global leadership: a leadership approach to accelerate the internationalization of Islamic higher education in Indonesia

ABSTRACT This study aims to conceptualize a new variable as an intervention in the relationship between leader personality and the internationalization of Islamic higher education (IIHE) in Indonesia. The variable is ‘adl relational global leadership (ARGL), which is the integration between global leadership and Islamic values. The methodology is to derive an integrated theory of leadership and Islamic values based on logical connections. ARGL is used to mediate openness to experience and tawadhu toward IIHE. The results of this conceptual study show that ARGL can improve IIHE, while openness to experience and tawadhu affects the formation of ARGL. This conceptual research provides a theoretical contribution to the development of global leadership, by offering a new concept of ARGL, namely global leaders who are intervened with Islamic values demonstrates the potential to support and promote IIHE. Based on the results of this study, it is recommended that the leader’s personality influences ARGL which ultimately drives IIHE. Openness to experience and tawadhu can be the basis for assessing and selecting global leaders needed by internationally oriented universities. This study adds to the existing literature, with a new concept of ARGL that higher education needs to succeed in internationalization.

Political leaders' identity leadership and civic citizenship behavior: The mediating role of trust in fellow citizens and the moderating role of economic inequality

AbstractIdentity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the contributions of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people‐oriented civic citizenship behaviors (CCB‐P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB‐C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB‐P (in 25 out of 26 countries) and CCB‐C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB‐C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB‐P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality.

THE TRANSFORMATION OF HUMAN RESOURCE MANAGEMENT IN FACING THE CHALLENGES OF GLOBALIZATION

Globalization has brought about significant transformations that have fundamentally altered the business and organizational environment. In the present context, Human Resource Management (HRM) is situated in an important position, confronted with the imperative to adjust and get transformation to sustain its relevance and efficacy. This study aims to examine the evolution of HR Management in response to the demands of globalization, specifically by analyzing the strategies employed to enhance the calibre of HR. Through the methodology of a literature review, this study investigates how the traditional idea of HR Management has been affected by the alterations that have occurred in the global business environment. These findings provide in-depth insights into organisations' strategies to improve HR quality. This research indicates that HR Management requires a transformation to adapt to the era of globalization. This transformation must involve some strategic steps. First, adjusting one's values and culture to those of international business is essential. Second, cultivating the ability to work across cultural boundaries becomes the foundation for international cooperation. Third, there is an emphasis placed on the development of global leadership to ensure the existence of leaders who can successfully manage diversity and complexity. In the fourth place, increased digital competence is incorporated to meet the technological challenges of an increasingly connected work world

Оценка цифрового потенциала стран БРИКС в условиях формирования нового геопорядка

The relevance of the research is determined by increasing trends in the changing landscape of the global economy and the redistribution of forces of economic influence between developed and developing countries. In this context, it is necessary to assess the digital potential of developing countries in order to determine the possibilities for their future development and achievement of global leadership. The purpose of the study is to analyze the specifics of the BRICS countries’ digital development at the current stage, which is characterized by a high level of turbulence, and to identify the areas of public policy that will help them build their digital potential. Research objectives are to analyze the main indicators that characterize the BRICS countries’ digital potential, to assess the impact of the COVID-19 pandemic on the BRICS countries’ digital potential and their position in the global economy, to identify the areas of public policy that contribute to building the BRICS countries’ digital potential in the global landscape. The authors evaluated the available digital potential of the BRICS countries and also carried out a comparative analysis of their capabilities with the potential of the most developed countries under conditions of external turbulence. It was revealed that the digital potential of the BRICS countries is lower than that of the most developed countries due to weaker digital infrastructure, but increasing digital activity in times of turbulence opens up new opportunities for them to realize their potential. The implementation of public policy in key areas of digital development will help align the BRICS integration association with the group of developed countries and may be the beginning of a new stage in the reconfiguration of the global economy.

Sustainable International Management: Research in Global Culture and Leadership Development

Organizations are directing increasing attention towards corporate sustainability due to the regulative requests, the expectations of stakeholders and the greater community, environmental pressure, and the benefits of maximizing the firms’ performance [...]

The impact of foreign directors and firm performance on strategic change

PurposeThis study aims to investigate the joint effect of foreign directors (FDs) and firm performance on the corporate strategic change.Design/methodology/approachA theoretical framework linking foreign directors, firm performance and strategic change is proposed and tested. This study uses a sample of longitudinal data from 958 US listed firms over the period 2010–2018. The basic model of study first tests whether there is a direct relationship between FDs and level of strategic change. It then incorporates firm performance as a moderating variable, testing its effect on the relationship between foreign director and strategic change.FindingsConsistent with the study’s expectations, the empirical findings indicate that FDs rich in appropriate experience are associated with superior strategic change, measured both in terms of variation in firm strategy over time and deviation from industry norms. The findings confirm that FDs are a salient driver of strategic change. The strength of the effect, however, depends on the firm performance.Research limitations/implicationsThis paper has implications for effective global leadership development based on international appointments. First, directors can benefit from being assigned to work in foreign countries so that they are exposed to a wide range of experiences and can learn to overcome culture shock. Second, posting directors to foreign countries can improve their international knowledge and enhance various competencies related to creativity, leadership and problem-solving. By demonstrating that the board’s characteristics can play a role in corporate strategy development, the current study thus has implications for both study and practice with regard to board composition. The number of seats on any given board is finite, and each individual director is thus expected to not only monitor top management but also to apply their knowledge and relevant experience in service to the company’s ambitions. Except in cases where high firm performance leads to strategic persistence, the results suggest that greater levels of FDs correlate positively with strategic change.Practical implicationsThe practical implications of this paper pertain to director recruitment and selection. First, the findings echo support for the inclusion of members with greater levels of international experience on boards and top management teams. It seems that, despite the importance of this characteristic, directors at US companies often lack substantial experience abroad (Carpenter and Westphal, 2001). A possible reason for this could be that internationally experienced employees otherwise lack the social capital necessary for promotion to directorships because of time spent stationed away from the firm’s headquarters. It is thus essential for companies to create networking opportunities for directors assigned to foreign offices.Originality/valueAlthough previous research has provided some insight into how chief executive officer international experience can manifest in strategic change, this understanding remains far from complete for the members of board of directors. Furthermore, the topic of firm performance as a potential moderating influence remains underexplored. The aim of this study, therefore, is to assess the impact of FDs among directors on corporate strategic change while taking into account the possible confounding role of firm performance in this relationship.

Final global leadership development program (GLDP) design: Where do we go from here? Global evidence from Europe, the US, and Brazil

AbstractThe development of high potentials within global companies remains a challenge in leadership development in the face of increasingly dynamic environments. Despite this, we know surprisingly little about the practices business schools and corporations follow when it comes to Global Leadership Development Programs (GLDP). In this article, we derive critical success factors of the components of a GLDP leveraging evidence of 90 conducted panel interviews with global human resources experts and qualitative analysis of 33 GLDPs, 20 high‐level executive storytelling about competences and practical key elements leading successful and results‐driven change in their global companies, and 12 interviews with executive education directors. We examine within a grounded theory approach two overall under‐explored questions. What is a successful GLDP? Moreover, how to design it? What are the critical success factors in designing a GLDP? We derive a checklist to help implement future GLDPs within their global organizations. Our findings and discussion outline future research recommendations and provide advice for GLDP designers within Executive Education or HR Development contexts.

Becoming culturally agile: Effectively varying contextual responses through international experience and cross-cultural competencies

Global professionals need to understand the demands of the cultural context in which they are working and respond effectively within it. Building on existing literature highlighting the importance of cross-cultural competencies and international experience for global work, this study expands knowledge by examining whether employees with cross-cultural competencies and international experience are better able to vary their cross-cultural responses to effectively match the cultural demands of the work environment. Tested with nearly 500 professionals globally, this study found that cultural humility, tolerance of ambiguity, and international experience predict professionals’ abilities to accurately judge the best cultural response for a given work-related situation. The findings have implications for international human resource management in two ways. First, organizations should assess for cross-cultural competencies to select for roles requiring an understanding of the cultural context. Second, organizations should provide international experiences as part of a global leadership or global talent development program.

The ICN Global Nursing Leadership Institute: Integrating the SDGs into Leadership and Policy Development.

This article is one in a series in which contributing authors discuss how the United Nations (UN) Sustainable Development Goals (SDGs) are linked to everyday clinical issues; national public health emergencies; and other nursing issues, such as leadership, shared governance, and advocacy. The 2030 Agenda for Sustainable Development, a 15-year plan of action to achieve the goals, was unanimously adopted by all UN member states in September 2015 and took effect on January 1, 2016. The Agenda consists of 17 SDGs addressing social, economic, and environmental determinants of health and 169 associated targets focused on five themes: people, planet, peace, prosperity, and partnership. The SDGs build on the work of the UN Millennium Development Goals, which were in effect from 2000 to 2015. The current article discusses the International Council of Nurses Global Nursing Leadership Institute and its integration of the SDGs into a global leadership and policy development program.

Identity Leadership, Employee Burnout and the Mediating Role of Team Identification: Evidence from the Global Identity Leadership Development Project.

Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD) project with participants from all inhabited continents. We compared two datasets from 2016/2017 (n = 5290; 20 countries) and 2020/2021 (n = 7294; 28 countries) and found very similar levels of identity leadership, team identification and burnout across the five years. An inspection of the 2020/2021 data at the onset of and later in the COVID-19 pandemic showed stable identity leadership levels and slightly higher levels of both burnout and team identification. Supporting our hypotheses, we found almost identical indirect effects (2016/2017, b = −0.132; 2020/2021, b = −0.133) across the five-year span in both datasets. Using a subset of n = 111 German participants surveyed over two waves, we found the indirect effect confirmed over time with identity leadership (at T1) predicting team identification and, in turn, burnout, three months later. Finally, we explored whether there could be a “too-much-of-a-good-thing” effect for identity leadership. Speaking against this, we found a u-shaped quadratic effect whereby ratings of identity leadership at the upper end of the distribution were related to even stronger team identification and a stronger indirect effect on reduced burnout.

Measuring for Success: Evaluating Leadership Training Programs for Sustainable Impact.

Background:In an era of global health security challenges such as the COVID-19 pandemic, there is greater need for strong leadership. Over the past decades, significant investments have been made in global health leadership development programs by governments and philanthropic organizations to address this need. Evaluating the societal impact of these programs remains challenging, despite consensus on the importance of public health leadership.Objective:This article identifies the gaps and highlights the critical role of monitoring and evaluation approaches in assessing the impact of global health leadership programs. Importantly, we also propose the theory of change (TOC) as a common framework and identify a set of tools and indicators that leadership programs can adapt and use.Methods:We carried out an informal review of major global health leadership programs, including a literature review on leadership program evaluation approaches. Current practices in assessing the short- to long-term outcomes of leadership training programs were explored and synthesized. We also examined use of program theory frameworks, such as theory of change to guide the evaluation strategy. We find the TOC approach can be enhanced by integrating evaluation-specific frameworks and establishing broad stakeholder buy-in. We highlight measurement challenges, proposed outcome indicators and evaluation methodologies, and outline the future direction for such efforts.Findings:Most evaluation of current leadership programs is focused on short-term individual-level outcomes, while reports on long-term societal impact were limited. Reciprocal impacts on and benefits for the “host” organizations were not included in evaluation metrics. Most programs had program logic or result chains, but with no well-articulated program theories.Conclusion:Key stakeholders involved in leadership training programs benefit from the evidence of rigorous program evaluations to inform decisions that address barriers in fostering global health leadership and improving population health outcomes. Insight into reciprocal change in host organizations is important. Evaluation of global health leadership training must go beyond the individual trainee and encompass organizational and community-level impacts. Documentation of long-lasting organizational and societal impacts is essential for donors to appreciate the return on their investment.Key TakeawaysEvaluation plays an important role in understanding how leadership development takes place and how it contributes to improving public health outcomes.Making the case for investments in leadership development programs requires robust evidence from monitoring and evaluation strategies that link investments beyond the individual-level to longer-term societal impacts.The first critical step towards a strategy for success is for leadership programs to clearly build, articulate, share, and use their program theories or theories of change.Theories of change help identify the pathways (and potential tensions) through which leadership development programs effect change at the individual, organizational and community levels.Evaluation methods that examine outcomes of leadership programs should be multi-method, multi-level, and where possible include counterfactual outcomes.Allocation of funds to evaluate on-going and long-lasting societal impact of leadership programs should be a routine practice.

Addressing the problem of global leadership theory: proposing a cognitive process model for leadership training and development

PurposeThe application of leadership theory to training and development in international leadership contexts is burdened by the idealistic, western-centric, prescriptive nature of many leadership theories. Consequently, theories are needed that are culturally neutral, descriptive and practically applicable to the culturally diverse contexts in which leadership interaction takes place. To this end, the cognitive process model of (Denis et al., 2012) leadership was developed to facilitate leadership development study in a variety of cultural contexts. The model is based on how the human brain functions at its most basic level in leadership situations across cultures and outlines basic principles of leadership associated with these functions. These principles include awareness, decision-making, attention, relationship building, communication and action. This study aims to discuss this model and how it can be used as a framework for doing leadership training and development study in international settings.Design/methodology/approachThis paper is conceptual in nature and uses psychological studies on brain function as a foundation for developing a process model of leadership.FindingsIn contrast the cognitive process model of leadership provides a foundation for understanding what is truly universal when it comes to leadership activities by examining what happens in the brain in any given leadership moment. It then provides a framework for promoting the development of leadership competencies that are essential to practicing the principles and competencies and applying them as one takes action in specific leadership moments at the self, interpersonal, group and team, organizational and social and political community levels.Research limitations/implicationsThe paper has implications for the content, structure and process of leadership development study in relation to training and coaching.Practical implicationsThis model makes it possible to identify how to provide training and education in relation to leadership competencies by identifying which aspects of the competencies are universal and which are situational or culture dependent.Originality/valueThis study is an original paper exploring the application of this model in the context of global leadership training and development.

Designing a High-Impact Global Leadership Development Program: The Case of I-LEAD

Although global leadership development is a top priority for organizations, existing global leadership research has focused more on “what” question – what specific competencies do global leaders need? – than the “how” question – how do leaders develop these competencies? This study responds to a call for a deeper understanding of the processes that multinational organizations can use to develop global leaders. We report a case study of a highly successful global leadership program (known as I-LEAD) in the International Air Transport Association (IATA), the trade association that represents 230 member airlines around the world. We highlight three novel and critical training design elements of the I-LEAD program: 1) using the parsimonious and validated competency model of cultural intelligence (CQ) to design and assess impact of program; 2) constructing authentic learning experiences and ensuring experiential learning; and 3) embedding the training in a larger organizational system to enhance training impact not only on individual leaders, but importantly, on the organization. We present empirical evidence of the impact of the program, based on 54 I-LEAD leader participants and their 161 team members. We also examine how I-LEAD impacts organizational outcomes, leading to financial returns for IATA.

Mapping the leadership development of UK (full) professors in terms of cognitive, experiential, humanist and social learning

ABSTRACT This article applies Walker’s Global Leadership Development Ecosystem to the leadership development offered to and/or valued by (full) professors at UK universities. It draws on 1,282 survey responses and 42 one-hour interviews. The survey data indicate that approximately 39% of respondents felt adequately prepared for the role, on appointment, whereas 29% did not, with a further 28% feeling it ‘to some extent’. Male (full) professors were statistically more likely than their female counterparts to say they felt adequately prepared. The qualitative data reveal a small amount of cognitive/formal learning (whose value was sometimes disputed), some experiential learning, very little humanist learning (which may reflect distinctive features of the academy) and widespread social learning (which was universally praised). Most participants thought preparation was important and that informal, self-initiated, self-directed and personalised learning opportunities (particularly coaching and mentoring) were more valuable than formal training courses. The article concludes by arguing that focusing on leadership development (as opposed to leader development) may help the professoriate avoid burn-out and achieve greater organisational development.

Global Leaders in Development: a global leadership module across three international pharmacy schools.

The objective of this study was to assess the impact of the Global Leaders in Development (GLIDE) module to determine whether the concepts of global mindset, citizenship and leadership can be effectively taught within a short-term didactic module. Faculty members of PharmAlliance, a partnership between three schools of pharmacy, created a three-week optional, non-credit-bearing distance-based global leadership development module. Material and assignments focused on the concepts of global mindset, global citizenship and global leadership as applied to the global health issues of non-communicable diseases, universal health coverage and primary care. Student self-rated growth was measured with an adapted fifteen question pre-post-survey that also included open-ended questions. Most statements showed growth on the pre-post-survey with seven being statistically significant (P<0.05). The largest growth involved students' perceived potential to be a global leader in pharmacy (global leadership category), the students' connectedness to the pharmacy profession worldwide (global citizenship category) and the students' awareness of global challenges faced in the pharmacy profession (global mindset category). Qualitative analysis identified several themes for each of the open-ended questions. Student expectations focused on the desire to expand their global mindset, better understand global pharmacy practice, develop teamwork skills and understand global pharmacy challenges and strategies for engagement. The concepts of global mindset, global citizenship and global leadership may help promote awareness of global health challenges, opportunities to make a global difference in a local context and connectivity to the profession on a global scale.

Urban Youth Scholars: Cultivating Critical Global Leadership Development through Youth-Led Justice-Oriented Research.

Educational researchers and practitioners have cited the need for new directions in youth leadership studies as it relates to globalization. Globalization is considered one of the most important economic, cultural, and social trends of the last century, yet there is much debate about the educational curricula that best support the development of global leadership in youth. Most existing global-focused programs (i.e. IB/AP) engender grave inequities in access and opportunities, particularly for urban youth, and do not often allow youth to critically interrogate the myriad injustices that plague the world. There is, however, a burgeoning body of scholarship centered on critical youth studies as a transformative process for youth development. This phenomenological case study shares the findings from the Urban Youth Scholars program, an after-school program focused on cultivating the global leadership development of five youth in the program. This study utilized a Social Justice Youth Development framework to explore the development of the youth’s self, social/community, and global awareness through critical consciousness building and critical social analysis. Findings depict youth perceptions of global leadership development and include implications for scholars and practitioners for centering youth-led justice-oriented research as a tool for global leadership development.

Global Leadership Development: A Phenomenological Study

Globalisation has actually quickly developed throughout the preceding 30 years to the aspect in which it is far a reality nowadays. Corporates on this brand-new global structure ought to deal with multinational, multi-lingual and multi-cultural scenarios with global thinking and global abilities. Global corporates are faced with the complexity of vibrant forces of variety, instability, haziness and interdependence. These forces are driving a prolonged requirement for global leaders who have the unique gain that allows them to address and lead properly. With the application of Moustaka's phenomenological research study technique, an effort was made to observe the practices of business leaders who have actually acknowledged them as crucial for their improvement into global leaders. The practices observed such as – a) Raise through the direct, global and multicultural governance; b) Require a totally merged set of global leadership details, how to correctly satisfy its functions; c) Boost and take a look at naturally, energetically utilizing advertisement hoc finding out methods, some of the discoveries revealed by the global leaders which assisted them in their change.

The global leadership capacity wheel

PurposeThe purpose of this paper was to examine the definitions of global leadership and indigenous leadership, identify leadership capacities inherent in human resource development (HRD) and determine relationships of the three as a means to develop a model to aid and guide opportunities for future research.Design/methodology/approachFollowing a two-stage integrative literature review of HRD, global and indigenous leadership literature, the grounded theory constant comparative method established 31 positive and 1 negative leadership domains, and respective capacities, and compare domains from literature.FindingsThe Global Leadership Capacity Wheel informs researchers of strengths and areas for additional research, has resulted in a more complete model of global leadership and calls for increased clarity for leadership capacity model development, especially for complex, global environments and local constructs and theories.Research limitations/implicationsAlthough the literature had adequate representation in the business and organizational acumen and managing people and relationships central global leadership domains, more research and reporting is required for managing self and indigenous leadership capacity development subdomains.Practical implicationsLeadership development is a high priority and core function of HRD. The Global Leadership Capacity Wheel provides a tool for scholars and practitioners to guide global leadership development programs and research.Social implicationsUnderstanding the relationships of leadership capacities from global and indigenous perspectives is helpful to examine cultural, identity and macro-contextual dimensions and their influence on leadership.Originality/valueThe Global Leadership Capacity Wheel provides a type of road-map, a holistic representation, in the context of developing global leaders in today’s complex environment.