Essays on Leadership and Globalization Literature review

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The paper "Leadership and Globalization" is an outstanding example of a management literature review. Globalization has brought about technological innovation, new linkages among people, new events and activities, and a changing pace that is relentless. Business communities of today mix as they have mixed never before, from different fields of work and culture, forging new partnerships, and creating new collaborations. Globalization has given businesses new ways to exploit new markets and delve into new opportunities, springing surprises in the field of business and shaking up newer ideas as rapidly as globalization is looking forward to touching new frontiers and new possibilities of mutual interest. In this endeavour and at the core of these activities lies the new leadership that is deemed as unlike before.

This leadership is critical to how a globalized world carries on with its business that has been synchronized with new rules and new methods. That is not to say that the role of leadership has not been critical to businesses before, but what is implied is that the leadership today has assumed a totally different role and donned an entirely different mantle. Emerging parameters in globalization have brought the discipline of leadership to the forefront in a little over the last two decades.

The development of leadership has been taken as seriously as having a competitive edge over the nearest competitors and at the centre of such development, globalized world has found the need to incorporate both management and technical know-how. As a result of this, leadership in today's workplace has come to stay as something that must be able to execute and deliver multiple roles. The critical issue of the role of leadership in the wake of globalization has been aptly described by authors James M.

Higgins and Ilan Alon, in their best-selling book Global Leadership Success through Emotional and Cultural Intelligence. They have described what it means to be a leader that sans constraints and borders and how effective leadership is able to transform vision into reality (Alan and Higgins, 2005).

References

Alon, I., & Higgins, J. M. (2005). Global leadership success through emotional and cultural intelligences. Business Horizons, 48 (6), 501.

Baylis, J., Smith, S. & Owens, P. (2008). The globalization of world politics: An introduction to international relations. New York, Oxford University Press, Inc.

Burke, W.W. (2002). Organizational change. Thousand Oaks, CA: Sage.

Bains, G. (2012). What does globalisation mean for your leadership culture. Available http://www.ysc.com/our-thinking/article/what-does-globalisation-mean-for-your-leadership-culture, accessed 25 September, 2014.

Boal, K., & Hooijberg, R. (2000). Strategic leadership research: moving on, Leadership Quarterly, 11(4), 515-549.

Cohn, J. M., Khurana, R., & Reeves, L. (2005). Growing Talent as if you’re Business Depended on It. Harvard Business Review, 83 (10), 62-70.

Ciulla, J. B. (1998). Leadership ethics: mapping the territory. In Ciulla, J. B. (ed). Ethics, The Heart of Leadership. Westport: Quorum Books.

Coleman, J. A. & Ryan, W. F. (eds) (2005). Globalization and catholic social thought: present crisis, future hope. Maryknoll. NY: Orbis.

Ford, D. & Ismail, K. (2006). Perceptions of effective leadership among Central Eurasian managers: A cultural convergence–divergence examination within a globalization context. Journal of International Management, 12 (2), 158-180.

Gaburro, O., & O’Boyle, E.J. (2003). Norms for evaluating economic Globalization. International Journal of Social Economics, 30 (1/2), 95-118.

Hunt, J.G. (1999). “Transformational/Charismatic Leadership’s Transformation of the Field: An Historical Essay.” Leadership Quarterly: Special Issue, Part I: Charismatic and Transformational Leadership: Taking Stock of the Present and Future, 10(2): 129-144.

Kerno, S. J. (2008). Leadership and Organizational Change: Implementation amidst the Potential Constraints of Institutionalized Formal Structure and Institutional Isomorphism. St. Ambrose University.

Kotter, J. (1996). Leading Change: Why Transformation Efforts Fail. Harvard Business School Press. Knight, C. and Davis, D (2005). Ten Traits of Effective Leaders. Harvard Management Update, Vol. 10 Issue 10, p3-6, 4p.

Lehman, J-P. (2008). Globalization, corporate leadership and inclusive growth: An Indian agenda for global knowledge & local implementation. The Indian Institute for Corporate Affairs (IICA), the confederation of Indian industry (CII) & IMD – The Evian Group.

Marsick, V. J. (2002).“Exploring the Many Meanings of Action Learning and ARL.” In L. Rohlin, K. Billing, A. Lindberg, and M. Wickelgren (eds.), Earning While Learning in Global Leadership: The Volvo-MiL Partnership. Vasbyholm, Sweden: MiL.

Palus, C. J. & Horth, D.M. (2004). “Exploration for Development.” In C.D. McCauley & E. Van Velsor (eds.), The Center for Creative Leadership Handbook of Leadership Development (2nd ed.). San Francisco: Jossey-Bass, 438-464.

Rowe, W. G. (2001). “Creating wealth in organizations: The role of strategic Leadership”, Academy of Management Executive, 15(1), 81–94.

Tierney, W.G. (2007). Academic leadership and globalization. The Department Chair, Vol. 17 No. 4. Available http://media.wiley.com/assets/1308/42/DepartmentChairSample051507.pdf, accessed 25 September, 2014.

Ting, S., & Hart, E. W. (2004). Formal coaching. In C. D. McCauley & E. Van Velsor (Eds.), Te Center for Creative Leadership handbook of leadership development (pp. 116–150). San Francisco, CA: John Wiley & Sons.

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