Hostname: page-component-8448b6f56d-m8qmq Total loading time: 0 Render date: 2024-04-19T22:24:56.051Z Has data issue: false hasContentIssue false
  • English
  • Français

Global Leadership to Transform the World

Published online by Cambridge University Press:  07 January 2015

Kyoko Seki  and
Katherine Holt
Kyoko Seki
Affiliation:
Deep Harmony Co. Ltd.
Katherine Holt*
Affiliation:
Peakinsight LLC
*
E-mail: katherine@peakinsight.com, Address: Peakinsight LLC, PO Box 910, Half Moon Bay, CA 94019
Get access Rights & Permissions [Opens in a new window]

Abstract

Global leadership is sorely needed to transform the world, given trends such as climate change, water scarcity, and social unrest. We need leaders with multicultural sensitivity who will face paradoxes head on, invite new voices into the dialogue, and collaborate across sector and national boundaries to find more sustainable solutions. This response addresses 3 areas that garnered the most commentaries: competency models, paradoxes, and developing global leaders. We point out several neglected perspectives, including “being” and “individual uniqueness,” along with the absence of non-Western voices in the commentary dialogue. We challenge readers to raise their consciousness and shift from enabling status quo leadership to becoming change agents.

Type
Response
Information
Industrial and Organizational Psychology , Volume 5 , Issue 2 , June 2012 , pp. 248 - 254
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

Butler, C. L., Zander, L., Mockaitis, A., & Sutton, C. (2012). The global leader as boundary spanner, bridge maker, and blender. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 242–245.Google Scholar
Coultas, C. W., Bedwell, W. L., Burke, C. S., & Salas, E. (2011). Values sensitive coaching: The DELTA approach to coaching culturally diverse executives. Consulting Psychology Journal: Practice and Research 63, 149–161.Google Scholar
Done, A. (2012). Global trends: Facing up to a changing world. New York, NY: Palgrave Macmillan. Google Scholar
Dragoni, L., & McAlpine, K. (2012). Leading the business: The criticality of global leaders' cognitive complexity in setting strategic directions. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 239–242.Google Scholar
Ferdman, B. M., & Sagiv, L. (in press). Diversity in organizations and cross-cultural work psychology: What if they were more connected? Industrial and Organizational Psychology: Perspectives on Science and Practice.Google Scholar
Gannon, M. J. (2012). Sequential cross-cultural learning: From dimensions to cultural metaphors to paradoxes. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 235–239.Google Scholar
Gentry, W. A., & Eckert, R. H. (2012). Integrating ILTs and fit into the development of global leaders: A 360-degree approach. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 226–229.Google Scholar
Grossman, R., Shuffler, M. L., & Salas, E. (2012). Moving beyond our comfort zone: Global leadership in hostile environments. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 246–249.Google Scholar
Hazucha, J. F., Sloan, E. B., & Storfer, P. D. (2012). Can enterprise competency models reflect global leadership? Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 221–225.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
Inceoglu, I., & Bartram, D. (2012). Global leadership: The myth of multicultural competency. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 218–220.Google Scholar
McCarthy, C. (2010). Global leadership: An analysis of three leadership competency models in multinational corporations. Unpublished dissertation, Dublin City University. Google Scholar
MDA Leadership Consulting. (2006). Leadership matters: 13 roles of a high performance leader. Minneapolis, MN: MDA. Google Scholar
Sharkey, L. D., Razi, N., Cooke, R. A., & Barge, P. A. (2012). Winning with transglobal leadership: How to find and develop top global talent to build world-class organizations. New York, NY: McGraw-Hill. Google Scholar
Smith, W. K., & Lewis, M. W. (2012). Leadership skills for managing paradoxes. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 229–233.Google Scholar
Sokol, M. B. (2012). Developing polarity thinking in global leaders: An illustration. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 233–235.Google Scholar