Hostname: page-component-84b7d79bbc-tsvsl Total loading time: 0 Render date: 2024-07-26T06:37:00.071Z Has data issue: false hasContentIssue false
  • English
  • Français

The Global Leader as Boundary Spanner, Bridge Maker, and Blender

Published online by Cambridge University Press:  07 January 2015

Christina L. Butler ,
Lena Zander ,
Audra Mockaitis  and
Ciara Sutton
Christina L. Butler*
Affiliation:
Kingston University
Lena Zander
Affiliation:
Uppsala University
Audra Mockaitis
Affiliation:
Monash University
Ciara Sutton
Affiliation:
Stockholm School of Economics
*
E-mail: christina.butler@kingston.ac.uk, Address: Department of Leadership, HRM and Organisation, Kingston Business School, Kingston University, Kingston-upon-Thames, Surrey KT2 7LB, United Kingdom
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 5 , Issue 2 , June 2012 , pp. 240 - 243
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abreu, B., & Peloquin, S. (2004). The issue is: Embracing diversity in our profession. The American Journal of Occupational Therapy, 58, 353–359.Google Scholar
Au, K., & Fukuda, J. (2002). Boundary spanning behaviors of expatriates. Journal of World Business, 37, 285–296.Google Scholar
Brewer, M. (1991). The social self: On being the same and different at the same time. Personality and Social Psychology Bulletin, 17, 475–482.Google Scholar
Butler, C. (2010). The challenge of the ‘in-between’ multinational team: Is a bicultural leader the answer? Academy of Management Annual Meeting, August 6–10, Montreal, Canada.Google Scholar
Conger, J., Kanungo, R., & Menon, S. (2000). Charismatic leadership and follower effects. Journal of Organizational Behaviour, 21, 747–767.Google Scholar
Earley, P., & Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43, 26–49.Google Scholar
Ernst, C., & Yip, J. (2009). Boundary spanning leadership: Tactics for bridging social boundaries in organization. In Pittinsky, T. (Ed.), Crossing the divide: Intergroup leadership in a world of difference. Boston, MA: Harvard Business School Press. Google Scholar
Harvey, M., & Novicevic, M. (2004). The development of political skill and political capital by global leaders through global assignments. The International Journal of Human Resource Management, 15, 1173–1188.Google Scholar
Hewstone, M., & Brown, R. (1986). Contact is not enough: An intergroup perspective. In Hewstone, M., & Brown, R. (Eds.), Contact and conflict in intergroup encounters (pp. 1–44). Oxford, England: Blackwell. Google Scholar
Hinds, P., Liu, L., & Lyon, J. (2011). Putting the global in global work: An intercultural lens on the practice of cross-national collaboration The Academy of Management Annals, 5, 135–188.Google Scholar
Holt, K., & Seki, K. (2012). Global leadership: A developmental shift for everyone. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 198–217.Google Scholar
Hornsey, M., & Hogg, M. (2000). Assimilation and diversity: An integrative model of subgroup relations. Personality and Social Psychology Review, 4, 143–156.Google Scholar
Janssens, M., & Brett, J. (2006). Cultural intelligence in global teams: A fusion model of collaboration. Groups & Organization Management, 31, 124–150.Google Scholar
Lau, D., & Murnighan, J. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23, 325–340.Google Scholar
Liljegren, S., & Zander, L. (2011, August). The importance of being a bridge maker: Power and influence in international and multicultural boards of directors. Paper presented at the Academy of Management annual meeting, San Antonio, USA.Google Scholar
McLeod, P., & Lobel, S. (1992). The effects of ethnic diversity on idea generation in small groups. Columbia, SC: Academy of Management Best Paper Proceedings. Google Scholar
Maznevski, M., & Zander, L. (2001). Leading global teams: Overcoming the challenge of power paradoxes. In Medenhall, M., Kuehlmann, T., & Stahl, G. (Eds.), Developing global business leaders: Policies, processes, and innovations. Westport, CT: Quorum. Google Scholar
Osland, J. S., Bird, A., Delano, J., & Jacob, M. (2000). Beyond sophisticated stereotyping: Cultural sensemaking in context. Academy of Management Executives, 14, 65–79.Google Scholar
Pittinsky, T. (2010). A two-dimensional model of intergroup leadership. American Psychologist, 65, 194–200.Google Scholar
Shore, L., Randel, A., Chung, B., Dean, M., Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37, 1262–1289.Google Scholar