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Kibok Baik is a professor of management at the College of Business and Economics, and Head of Strategic Leadership Center, Kookmin University, Seoul, Korea. He earned his Ph.D. in organizational behavior from the University of Houston. His research interests focus on leadership, cross-cultural issues, and human resource development in multinational corporations. He currently advises dozens of firms in Korea.John W. Boudreau, Ph.D., Professor of human resource studies at Cornell University is recognized worldwide for breakthrough research on the bridge between superior human capital, talent and sustainable competitive advantage. His research has received the Academy of Management’s Organizational Behavior New Concept and Human Resource Scholarly Contribution awards. He consults and conducts executive development with companies worldwide and has published more than 40 books and articles, including the best-selling Human Resource Management (Irwin, 1997), now in its eighth edition in multiple languages worldwide. In addition to HR metrics, Dr. Boudreau’s large-scale research studies and highly focused qualitative research have addressed decision-based HR, executive mobility, HR information systems and organizational staffing and development. Winner of the General Mills Award for teaching innovations, Dr. Boudreau also founded the Central Europe Human Resource Education Initiative, and directed the Center for Advanced Human Resource Studies (CAHRS).Janet L. Bryant is a doctoral student in the Ph.D. program in industrial and organizational psychology at Old Dominion University. Her research interests include leadership, virtual work and cross-cultural issues. She completed her undergraduate degree at the University of Tennessee-Knoxville.Maxine Dalton is an industrial/organizational psychologist who received her education at the University of South Florida. Her research interests include adult learning and executive development. Her current research is on leadership and social identity conflict in organizations. She has published numerous book chapters, articles and a recent book on global leadership.Donald D. Davis received his Ph.D. in psychology from Michigan State University in 1982, where he also served as assistant director of the Center for Evaluation and Assessment. He has been a professor of organizational psychology at Old Dominion University since that time. He served for seven years as director of the Ph.D. Program in Industrial and Organizational Psychology and has served as a member of the board of directors of the Institute for Asian Studies since its creation in 1989. He has been awarded two Fulbrights – Asian Scholar in Residence (with Zhong-ming Wang, Hangzhou University – now Zhejiang University – Hangzhou, China) and Senior Scholar (Wuhan University, Wuhan, China). He has also held a visiting appointment at the University of Virginia. His research interests include virtual organizations, organization change, technological innovation, cross-cultural organization and management practices, and Chinese organizations. He has published one book and a number of papers on these topics.Jennifer J. Deal is a Research Scientist at the Center for Creative Leadership in San Diego, California, concentrating on global leadership and managing the Emerging Leaders project, which focuses on generational issues in the workplace. She has published a number of articles on topics including generational issues in the workplace, working globally, executive selection, and women in management, and a recent book on global leadership. She holds a B.A. from Haverford College, and a Ph.D. in industrial/organizational psychology from The Ohio State University.Daniel Denison is Professor of Management & Organization at the International Institute for Management Development (IMD) in Lausanne, Switzerland and is the Founder of Denison Consulting in Ann Arbor, Michigan, USA. He is former Professor of Organizational Behavior and Human Resource Management at the University of Michigan in Ann Arbor, Michigan. He is the author of Corporate Culture and Organizational Effectiveness (1990) and a number of articles on the link between culture and business performance. His survey assessments of culture, teams, and leaders are widely used by many organizations around the world. His website, www.denisonculture.com has extensive information on his work.Joseph John DiStefano is Professor of Organizational Behavior and International Business at IMD International Institute for Management Development (Lausanne, Switzerland) and Professor Emeritus of the Richard Ivey School of Business, The University of Western Ontario (London, Canada). He was educated at R.P.I., Harvard Business School and Cornell University and has been active as a teacher, researcher and consultant on issues of cross-cultural effectiveness since the early 1970s.Peter J. Dowling (Ph.D., The Flinders University of South Australia) is Pro Vice-Chancellor and Professor of International Management & Strategy in the Division of Business, Law & Information Sciences, University of Canberra. Previous appointments include Foundation Professor of Management at the University of Tasmania, Monash University, the University of Melbourne, and California State University-Chico. He has also held visiting appointments at Cornell University, Michigan State University, the University of Paderborn (Germany) and the University of Bayreuth (Germany). His current research and teaching interests are concerned with International HRM and Strategic Management. His co-authored text International Human Resource Management: Managing People in a Multinational Context, published by South-West, is now in a third edition. He is a former national Vice-President of the Australian Human Resources Institute, past Editor of Asia Pacific Journal of Human Resources (1987–1996), and a Life Fellow of the Australian Human Resources Institute.Chris Ernst is a Research Associate at the Center for Creative Leadership with an international background, and a Ph.D. in Industrial/Organizational Psychology from North Carolina State University. His work centers on advancing the capacity for leadership in a diverse and globally interconnected world.Ping Ping Fu is an assistant professor of management at the Chinese University of Hong Kong. Her research interests are mainly in leadership and cross-cultural areas. She was the coordinator for the Chinese part for the Global Leadership and Organizational Effectiveness (GLOBE), and is now leading the CEO study in China. She has published in Journal of Organizational Behavior, International Journal of Human Resource Management, Journal of International Applied Psychology and Leadership Quarterly.Paulo Goelzer is President of the IGA Institute, an educational foundation providing training to 40 countries in five languages and oversees their international operations. He began his career in the food industry very early, working in a family food business. He has also worked as a senior consultant for Strategy and Food Package Goods Industry Practice for a German/Brazilian consulting company, a researcher and consultant for the Brazilian Wholesaler Association (ABAD), and as a Marketing Director for a grocery wholesale company.

Managers with global responsibilities work across distance, across differences in country infrastructure, and across differences in cultural values and expectations. Although the work of global managers is in some respects the same as the work of domestic managers – they must provide leadership, direct action and manage information – in order to be effective, global managers must adapt how they do their work to the global context. Research indicates that success as a global leader depends significantly on the leader’s ability to interact effectively with others who are culturally different. To do this, leaders must be able to adapt their behavior appropriately to the particular circumstances in which they are working. Cultural adaptability is critical to successful global leadership. Research shows that cultural adaptability is related to a number of different experiences, both on and off the job. In this chapter we review the literature on cultural adaptability and leading across cultures; and building on what we know about learning from experience, we suggest developmental experiences which can help leaders develop their cultural adaptability.

The purpose of this paper is to expand the field of sustainability/corporate social responsibility research to include a focus on leadership. It aims to present an exploratory study of senior leaders in organizations formally adopting principles of sustainability and how these leaders enact the tasks of leadership: setting direction, creating alignment, and maintaining commitment within the context of sustainability.

The study uses a qualitative approach, sampling senior executives from organizations formally adopting sustainability practices and using a structured interview to uncover their leadership practices related to sustainability.

Leaders adopting sustainability practices are similar to other “effective” leaders and yet they also have additional capacity and mindset to include a wider expanse of stakeholders and a different mindset as to the purpose of organizations.

Limited sample of senior executives/CEOs, as well as a difficulty in attesting an organization's level of commitment to sustainability; this research links the field of leadership to the field of sustainability and calls for a more in‐depth investigation into the roles leaders and leadership play in the successful implementation of sustainability practices.

Leaders interested in pursuing a sustainability agenda should pay attention to how the concept is framed and introduced into the organization; they should build capacity in their systems (educational, communication, rewards, performance, etc.) and culture to support sustainability, and broad and deep stakeholders engagement is essential for success.

The five articles in this section of Volume 3 help us understand the extent to which national and/or corporate culture influences leadership processes. Viewed in their totality it is impressive that while all these chapters report the results of empirical research, each is theoretically based and will likely contribute to both the practice of global leadership as well as theory development. While the chapters vary in terms of theory development from the embryonic to the mature, they all contribute to our understanding of the intersection between culture and leadership. From my perspective, there are quite a few unexpected results. I was also struck by the variety of research topics and methodological approaches. Perhaps I should not have been surprised given the breadth of countries and employment bases of these scholars. They represent universities, institutes and multinational corporations in China, England, New Zealand, Holland, Korea, United States, Hong Kong, Singapore, and Switzerland.