The widening gap between the requirements of multinational
organizations and the strategic and managerial abilities of their
leaders, many of whose core experiences predated the globalization
of business, has created the need for this book. Editors Mark E.
Mendenhall, Torsten M. Kuhlmann, and Gunter K. Stahl have organized
the results of their research--and that of their colleagues in the
fields of leadership development, international management, and
organizational psychology--for the benefit of scholars and
practitioners alike. After surveying current practices to bring the
reader up to speed on global leadership development as pursued by
the United States, Germany, Japan, and with regard to women in
leadership positions, the book's focus shifts to a discussion of
effective organizational processes. In the third and final section,
contributors analyze the research that has been done on extending
human resource management functional practices--such as selection
instrumentation, the use of assessment centers, multinational work
groups, cross-cultural training programs, and repatriation
policies--to global leadership development.
The editors define and analyze global leadership and, in their
review of the research, clarify exactly what we know and don't know
about developing global leadership skills and what it might be
profitable to learn. Practitioners will benefit from the
contributors well-grounded insights into such issues as the key
distinctions between global and domestic corporations, which
dimensions of competency transcend internal corporate leadership
dimensions, and how global leadership competencies should be
developed.
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