Index
ISBN: 978-1-83867-075-7, eISBN: 978-1-83867-074-0
ISSN: 1535-1203
Publication date: 18 November 2019
This content is currently only available as a PDF
Citation
(2019), "Index", Advances in Global Leadership (Advances in Global Leadership, Vol. 12), Emerald Publishing Limited, Leeds, pp. 235-242. https://doi.org/10.1108/S1535-120320190000012014
Publisher
:Emerald Publishing Limited
Copyright © 2020 Emerald Publishing Limited
INDEX
Adult learning
, xviii–xix, 135–136, 136, 143
Advocacy
, 118–119
Allegiance
, 118
Alliances
Renault − Nissan Alliance (RNA)
, 5–6, 10–13
strategic
, 5–6
Ambassadors
, 191–192, 193
Assurance
, 24–25
Astronaut resilience program
, 196
Authentic leadership
, 221–222
AvtoVAZ
, 11, 13, 18
Behavioral concepts
, 158–159
Behavioral CQ
, 52–53, 60
Beliefs and leadership interactions
, 31
Biculturalism models
, 221–222
Birth identity model
, 193–194
Bouncing back concept
, 195
Buddhism
, 221–222
Business schools
, 188
curricula
, 219–220
in embedding global leadership
, 207
globalization
, 208
Challenge of Leadership (COL) program
, 174
Challenge − support balance hypothesis
, 72
Change management
, 127–128, 175
Charismatic leadership
, 221–222
Coach
, 157, 158, 160, 162–163, 169–170
See also Group coaching
Collaborative global leadership research
advancement
, 224–225
Collective global leadership
controls
, 36–37
defined
, 30
density and centralization
, 36
fixed effects regression on
, 40
mediation analysis
, 41
patterns
, 31
relationship between
, 39
results
, 37–41
self-managing multinational teams
, 31–32
team members
, 31
temporal dynamics of
, 34
See also Team psychological safety
Community resilience, seven Cs of
, 199
Comparative global leadership research
, 213–214
conceptual approaches
, 221–222
empirical research forms
, 223–224
future
, 220–225
global leadership theory, integrated body
, 222–223
method
, 214–216
results
, 216–220
Connor − Davidson Resilience Scale (CD-RISC)
, 200
Constructivist learning theory
, 221–222
Context
, 24–25, 26
Contextualized global leadership
, 89–90
assets of foreignness
, 91–93
competence, perception of
, 93
constraining ties, absence of
, 91–92
exemplary behavior
, 93
idiosyncrasy credit
, 92
new ties and resources
, 92–93
assets of localness
host country market, knowledge
, 90
local language proficiency
, 89
socio-cultural understanding
, 89–90
cultural, assets and liabilities of
, 81–82
cultural contextualization
, 81
findings
, 85–98
identity and cultural
, 83–84
informant profiles
, 86
leveraging styles
, 95–98
identity leveraging
, 96
juxtapositional leveraging
, 97
power leveraging
, 96–97
temporal leveraging
, 97–98
liabilities of foreignness
, 93–95
cultural stereotypes, susceptibility
, 94
exploitation, perceptions of
, 94
local language, weaker command of
, 93–94
social alienation
, 94–95
liabilities of localness
complacency
, 91
over-embeddedness in
, 91
skill set, perceived redundancy in
, 90
limitations and future research
, 102–103
methods
, 84–85
power and cultural in
, 82–83
practical implications
, 101–102
theoretical contributions
, 98–101
CQ. See Cultural competence (CQ)
CQS. See Cultural Intelligence scale (CQS)
Critical discourse theory
, 221–222
Critical thinking theories
, 221–222
Cross-cultural interactions
, 49–50
data cleaning
, 62
descriptive statistics and correlations
, 62, 63
engagement
, 55–56, 67–70
future research
, 74
hypothesis testing
, 62–67
managerial implications
, 73–74
methods
, 58–62
cross-cultural PsyCap
, 59
cultural distance
, 62
cultural intelligence
, 60
design and procedures
, 58–59
engagement in
, 59–60
ethnocentrism
, 60
language ability
, 61
participants
, 58
prior international experience
, 61
social support
, 61
stress during
, 59
stress during
, 56–58, 71–72
study limitations
, 72–73
Cross-cultural management
, 14–16, 19–20
Cross-cultural psychological capital (CC PsyCap)
, 51, 54–56, 59
cross-cultural interactions, engagement
, 55–56
cultural competence
, 51–52, 67–70
engagement in
, 70–71
global leadership competencies
, 52
levels of engagement
, 51
mediating mechanism
, 52
and stress
, 70, 71–72
theory of engagement
, 52
Cultural competence (CQ)
, 50, 54–55, 56–57, 75
cultural intelligence
, 52–53
ethnocentrism
, 53–54
Cultural intelligence
, 44–45, 50, 52, 60
cosmopolitan capital
, 220, 221–222
and ethnocentrism
, 54–55
Cultural Intelligence scale (CQS)
, 60
Cultural stereotypes, susceptibility
, 94
Culture shock
, 127–128
Deterritorialization
, 110–111, 114–115
Developmental psychology
, 158–159
Difference in identity
, 115
Digitalization
, xvii–xviii
Diplomacy
, 191, 192
Diplomats
, 195
“Disaster circuit riders,”
, 197
Disorientation
, 129–130, 135–136
across disciplines
, 127–128
in other learning and developmental theories
, 131–132
personal growth
, 127–128
Disorientation Index
, 139–143
acuteness
, 139–140
affect
, 141
dimensions
, 138–143
familiarity
, 141
informing GLD in practice
, 144
locus of control
, 142–143
origin
, 140–141
place
, 142
seclusion
, 140
setting
, 142
trigger event
, 139
Dissonance
, 130–131
Diversity
, 30
Emotional intelligence
, 159, 177–178, 201, 221–222
Employer − employee relationship
, 155–156
Ethnocentric attitudes
, 50
Ethnocentrism
, 50, 53–54, 60
antidote to
, 70–71
Experiential learning theory
, 126, 213–214
activity
, 53
education
, 53
Exploitation, perceptions of
, 94
Familial resilience
, 199
Family business interventions
, 181–182
Family systems theory
, 158–159
The Fifth Discipline
, 131
FIRO theory
, 221–222
Followership theory
, 221–222
Foreignness
, 7–9
assets of
, 25, 91–93
competence, perception of
, 93
constraining ties, absence of
, 91–92
exemplary behavior
, 93
idiosyncrasy credit
, 92
new ties and resources
, 92–93
collective identity
, 8–9
common language, anchoring and transcending
, 9
explore knowledge
, 9
liabilities of
, 93–95
cultural stereotypes, susceptibility
, 94
exploitation, perceptions of
, 94
local language, weaker command of
, 93–94
social alienation
, 94–95
trust
, 8
Gatekeeping theory
, 220, 221–222
Ghosn, Carlos
, 5–6
global leader icon in Japan
, 9
over-confidence
, 17
Phase I: 1999 − 2005
, 6–9
Phase II: 2005 − 2012
, 10–13
Phase III: 2012 − November 2018
, 13–18
risks of failure
, 18–19
success
, 6–9
Ghosn manga (The True Story of Carlos Ghosn)
, 9
Ginza bureaucrats
, 7
Global Executive Leadership Mirror (GELM)
, 164, 178
Global identity
, 110
advocacy
, 118–119
continuous re-construction and development
, 116–117
deterritorialization
, 110–111, 116
development
, 110, 115–116, 120–121
developmental opportunities
, 119–121
for global leaders
, 111–116
interdependency
, 118
multidimensionality
, 117–118, 119
tensions
, 112
theory
, 213–214
Globalization
, 110–111, 208
Global leaders
, 100, 209, 210, 214
resilience leadership for
, 199–201
Global leadership
, xvii–xviii, 32, 49–50, 174–175, 214, 215–216
behaviors
, 32
competencies
, 117
antecedents
, 52
categories
, 50
development
, 51
conceptual approaches
, 221–222
definition
, 214
doctoral degrees in
, 216
domain
, 215
Ghosn, Carlos
, 5–6, 7
knowledge
, 126–127
knowledge and skills
, 67–68
limits of
context
, 26
Japanese sociocultural context
, 24–25
linkages
, 215, 219
programs
, 179–180
publication outlets types
, 214
resilience
, 195
task and relationship complexities
, 110
workshop
, 185–186
See also Comparative global leadership research; Ghosn, Carlos
Global leadership development (GLD)
, 126, 173, 210
dataset and research methodology
, 136–138
disorientation across disciplines
, 127–128
disorientation index
, 139–143
disorienting experience
, 135–143
experience
, 145–146
learning theories, disorienting dilemma
, 129–132
process models
, 132–135
Kozai group’s learning and transformation model
, 133–134
Mendenhall, Weber, Arnardottir, and Oddou’s Process Model
, 134–135
Taylor’s intercultural competency model
, 132
program
, 177–178
results
, 138–143
transformative learning
, 128–129
Global leadership theory, integrated body
, 222–223
Global resilience leadership
actionable skills, not theory
, 204
CEFAR program, foundational pillars
, 202
Center of Excellence in Foreign Affairs Resilience (CEFAR)
, 201–202
crises and violence
, 194
diplomatic environment
, 193
family structure and inclusion, sociological changes
, 193–194
for global leaders
, 199–201
impact and response
, 194–195
implementation strategies
, 202–204
programs in workplace
, 196–197
psychological/social contracts
, 196
resilience writ large
, 195–196
Global Resilient Leadership Program (GRLP)
, 16
Group coaching
, 160–169
competencies
, 165–169
conceptual models
, 166
foolishness of teams
, 160–161
group coach’s role
, 162–163
intervention method
, 175, 176
key team functions
, 161–162
rescue
, 161–162
team and personality dynamics
, 163–165
Hanama, Yoshikazu
, 5
Heukamp, Franz
, 207–208, 210
Honda
, 7
Identity
as construction-and-development-in-context
, 115
within difference
, 115
leveraging
, 96
theory
, 221–222
transformation
, 111
IESE Business School
, 207–208, 210
Kets de Vries, M.
, 173
Kluckhohn, Clyde
, 174–175
Kume, Yutaka
, 5
Language
ability
, 61
barriers
, 56
Leader-level antecedents
, 14
Leaders
development
, 52
member exchange
, 221–222
mistakes
, 13–18
Leadership
, 177
centralization
, 37
development
, 175, 176–177
in global context
, xvii–xviii, 214
group coaching
, 158–159
human-centric approach
, 208
impact
, 9, 13
skills
, 162
style
, 178
Learning
by achieving a state of cognitive balance
, 130–131
agility
, 221–222
in liminal space
, 130
through experience
, 130
Leveraging
, 95–98
identity leveraging
, 96
juxtapositional leveraging
, 97
power leveraging
, 96–97
temporal leveraging
, 97–98
Lewinian experiential model
, 130
Local global leaders
, 89–90, 95–96, 97–98
Local language
proficiency
, 89
weaker command of
, 93–94
Localness
assets of
host country market, knowledge
, 90
local language proficiency
, 89
socio-cultural understanding
, 89–90
liabilities of
complacency
, 91
over-embeddedness in
, 91
skill set, perceived redundancy in
, 90
Loneliness
and feelings of not fitting in
, 56
Machiavellianism
, 221–222
Methodologies, comparative global leadership research
, 215, 224
Mindfulness
, 221–222
Mintzberg, Henry
, 187–188
Mitsubishi
, 13
Motivational CQ
, 52–53, 60
Motivational interviewing
, 158–159, 167–168
Multinational teams
, 30, 31–32
Narcissism
, 175–176
National Aeronautics and Space Administration (NASA) astronaut program
, 196
Network
analysis
, 221–222
contagion
, 158–159
Neuroscience
, 158–159
“The Neurotic Organization,”
, 186
Nissan
aggressive expansion plan
, 5
crises
, 17
employees and Ghosn relation
, 17
trust and relationship wave in
, 11–13
Nissan Revival Plan
, 6–7
Paradox theory
, 220, 221–222
Personal resilience
, 198
Southwick and Charney model of
, 198
Person-environment fit theory
, 221–222
Phenomenological theory
, 221–222
Post-colonialism
, 82–83
Post-colonial relationship
, 82–83
Power
and cultural, contextualized global leadership
, 82–83
distinctions
, 83
dynamics
, 160–161
inequality
, 80–81
leveraging
, 96–97
Psychoanalysis
, 180–181
Psychodynamic-systemic approach
, 180
Psychodynamic-systemic lens
, 158–159, 213–214
Psychological safety
, 30, 32–34
Psychological/social contracts, global resilience leadership
, 196
Relational leadership theory
, 221–222
Renault − Nissan Alliance (RNA)
, 5–6, 10–13
complex cross-border alliance strategy
, 14–16
cross-border merger and acquisition (M&A)
, 5
expand and disconnect
, 13–18
foreignness liability
, 18–19
global community
, 14
growing
, 10–11
leader − group mistake
, 17–18
leader − organization mistake
, 16–17
leadership impact
, 18
mistakes identification
, 13–18
Renault − Nissan − Mitsubishi (RNM)
, 5
Resilience
, 58, 183, 213–214
American Psychological Association’s definition
, 195
categories
, 192, 197–199
competence
, 194
defined
, 192
familial
, 197–199
–3
leaders
, 192
personal/professional
, 197–199
–1
training
, 196
work unit/community
, 197–199
–2
Resilience leadership
, xviii–xix
for chiefs of mission
, 203–204
goal
, 200
practice
, 192
workplace communities
, 201
Reward and recognition
, 170
Self-efficacy
, 51
and optimism
, 58
Self-identification
, 119
Sense-making theory
, 127–128, 220, 221–222
Shared leadership theory
, 220, 221–222
Shiga, Hiroyuki
, 12
Social identity theory
, 80, 83, 213–214
Social learning theory
, 221–222
Soto
, 24, 25
Stakeholder theory
, 221–222
Stereotype theory
, 221–222
Stress
and academic performance
, 56–57
during cross-cultural interactions
, 56–58, 71–72
cultural competence and
, 56–57
“inoculation” training programs
, 194–195
management skills
, 56–57
resilience
, 51
Sustainability
, 25
Suzuki
, 7
System theory
, 166
Talent platforms
, xvii–xviii
Taylor, E. W.
intercultural competency model
, 132
learning process
, 132
process of learning to become interculturally competent
, 133
Team
age diversity
, 36–37
building
, 35
dynamics
, 44
dysfunctionality
, 158
effectiveness
, 157
effectivity
, 155
gender diversity
, 36–37
and leadership patterns
, 31
lifecycle
, 30, 31, 34, 37–39, 43, 45
performance
, 157, 170
self-managing multinational teams
, 31–32
sport
, 177
Team coaching
behavior and communications
, 169
broken psychological contract
, 155–156
changing world of organizations
, 154–155
clinical paradigm
, 159–160
contract
, 169
group coaching
, 160–169
competencies
, 165–169
foolishness of teams
, 160–161
group coach’s role
, 162–163
rescue
, 161–162
team and personality dynamics
, 163–165
organizational systems
, 170
psychodynamic-systemic orientation
, 158–159
sparring partners
, 156–157
systemic point of view
, 160
team conundrum
, 157–158
team performance
, 170
teams effectivity
, 155
work − life balance
, 156
Team psychological safety
, 33–34
controls
, 36–37
density and centralization
, 36
fixed effects regression on
, 40
leadership patterns
, 31
measures
, 35–36
mediation analysis
, 41
methodology
, 34–37
relationship between
, 39
results
, 37–41
temporal dynamics of
, 34
See also Collective global leadership
Tipping points
, 166–167, 168, 176–177, 179
Toyota
, 7
Transformational leadership
, 220, 221–222
Transformative learning theory
, 126, 128–131, 135–136, 142, 213–214, 221–222
Mezirow’s Ten Phases of
, 129
Transitional space
, 177, 178–179
Translocality
, 110–111
Transnationalism
, 111
Trigger event
, 127–128, 134–135
Trust
, 8, 11–13, 24–25
Tusji, Yoshifumi
, 5
20-item scale, CC PsyCap
, 59
Uchi
, 24, 25
Uncertainty avoidance
, 62
Upper Echelons theory
, 221–222
Value system and cultural differences
, 56
Work − life balance
, 156
Workplace PsyCap
, 54
Work unit/community resilience
, 198–199
Worldly leadership theory
, 221–222
Zone of Proximal Development
, 130
- Prelims
- Part I Conceptual and Empirical Findings
- Revisiting Carlos Ghosn’s Global Leadership Style: Making Sense of His Fall from Power
- The Limits of Global Leadership: Commentary on Revisiting Carlos Ghosn’s Global Leadership Style
- Temporal Dynamics of Collective Global Leadership and Team Psychological Safety in Multinational Teams: An Empirical Investigation
- Developing Cultural Competence through Engagement in Cross-cultural Interactions
- Toward a Framework of Contextualized Assets and Liabilities in Global Leadership: Identity and Power Implications in an African Context
- Global Identity Tensions for Global Leaders
- Triggers of Transformative Learning in Global Leadership Development: The Disorientation Index
- Part II The Practitioners’ Corner
- Executive Group Coaching: Interventions Not for the Faint of Heart
- An Interview with a Pioneer of Global Leadership Development: Manfred Kets de Vries
- Growing Global Resilience Leadership: Working with Diplomats
- The Role of Business Schools in Embedding Global Leadership: An Interview with Franz Heukamp
- Conclusion
- Global Leadership Research: Where Do We Go from Here?
- Index