The urgency of a deeper understanding of the nature and development of leaders who can be effective across multiple contexts and national boundaries has never been more apparent. "The Advances in Global Leadership Series" seeks to contribute to this understanding by presenting original papers by academics, practitioners and consultants actively engaged in global leadership from multiple perspectives. Volume 5 of this series includes chapters on: personality, leadership and globalization; the roles of international experience, experiential learning, and cultural intelligence in developing global leaders; an integrative framework for assessing, coaching and developing global leaders; developing balanced global leadership teams; leadership in strategic alliances; leadership in the Mid-East, Korea and Europe; leadership and environmental scanning; and, ethical leadership. Authors of this title come from China, Ireland, Korea, Singapore, U.K. and USA.

The global shortage of effective business leaders makes urgent the search for new insights about the nature of global leadership and the best means of developing such leaders. This text is a response to this urgent need. The rapid globalization of the economy places business leaders in new and demanding international settings and requires them to work across cultures. Volume 3 of "Advances in Global Leadership" presents original papers on the psychology of global leadership and the development of international and global leaders. Chapters are authored by academics, business leaders and consultants throughout the world who bring their various insights into global leadership.

The seven chapters in Part 1, of this volume, focus on the foundations of global leadership. Together, these chapters explore a broad selection of the social and psychological processes underlying effective global leadership. These authors expand ideas currently in use, and they introduce new ideas for our consideration. The seven papers in Part 2 focus on the practice of global leadership. Compared to those in Part 1, these chapters focus more on practical solutions to the problems that leaders face than the analysis of fundamental processes, although this distinction is one of degree. All the authors in Part 1 explore the practical implications of their ideas, and those in Part 2 contribute to the development of fundamental concepts. It provides analysis on the foundation of global leadership principles. It discusses practical solutions to the problems faced by today's global leaders. It offers an international representation.

As organizations and leadership become more global, there are pressing needs for better developed conceptual models and definitions of what is meant by global leadership. Further, there is a need to integrate models and empirical evidence from multiple cultures and from non-Western authors. This series will be of value to: academics doing research and teaching on subjects related to leadership, international business, organizational behavior, and international management; practitioners and consultants who are managing global leadership development processes; and to individuals engaged in global leadership.