Index
2019; Emerald Publishing Limited; Linguagem: Inglês
10.1108/s1535-120320190000012014
ISSN2056-5925
ResumoCitation (2019), "Index", Advances in Global Leadership (Advances in Global Leadership, Vol. 12), Emerald Publishing Limited, Bingley, 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 Book Chapters 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
Referência(s)