ADVANCES IN GLOBAL LEADERSHIP -- PART I: FOUNDATIONS OF GLOBAL LEADERSHIP -- Chapter 1 -- INTRODUCTION -- Chapter 2 -- STRATEGIC LEADERSHIP IN GLOBAL BUSINESS ORGANIZATIONS: BUILDING TRUST AND SOCIAL CAPITAL -- INTRODUCTION -- STRATEGIC LEADERSHIP AND TRUST -- What is Trust? -- Trust and Alliances -- A Dynamic Model of Trust -- Elements of Trust -- Dominant Trust -- INTERNAL TRUST, SOCIAL CAPITAL AND LEADERSHIP -- Building Internal Trust and Social Capital -- Truth and Justice -- Commitment and Community -- Opportunities and Challenges of Internal Social Capital -- EXTERNAL TRUST, SOCIAL CAPITAL AND LEADERSHIP -- OUTCOMES OF LEADERSHIP BASED ON TRUST AND SOCIAL CAPITAL -- Alliance Success -- Building Knowledge -- Innovation -- CONCLUSIONS -- REFERENCES -- Chapter 3 -- ISSUE LEADERSHIP THEORY AND ITS IMPLICATIONS IN GLOBAL SETTINGS -- INTRODUCTION -- THE ISSUE LEADERSHIP THEORY -- The Definition of an Issue -- The Concept of Audience -- The Issue Leadership Model -- Issue Leadership Behavior -- Issue-Creating Behavior -- Audience-Involving Behavior -- Issue-Implementing Behavior -- ANTECEDENTS AND MODERATORS OF ISSUE LEADERSHIP BEHAVIOR -- CRITERION VARIABLES OF ISSUE LEADERSHIP -- IMPLICATIONS OF ISSUE LEADERSHIP THEORY TO GLOBAL BUSINESS SETTINGS -- REFERENCES -- Chapter 4 -- GLOBAL TALENTSHIP: TOWARD A DECISION SCIENCE CONNECTING TALENT TO GLOBAL STRATEGIC SUCCESS -- Chapter 5 -- COMPETENCE, NOT COMPETENCIES: MAKING GLOBAL EXECUTIVE DEVELOPMENT WORK -- INTRODUCTION -- GLOBAL EXECUTIVE DEVELOPMENT IS NOT WORKING -- WHY EXECUTIVE DEVELOPMENT HAS FAILED -- Executive Development has been Tied to the Wrong Model of "Man" -- Executives Develop, You Can't do it to Them -- A Signal to Sell your Stock? -- Executive Development is Supply Driven -- Self-Development for What Purpose? -- SO WHAT?.

A Different Way of Looking at the Person and What it Means to be a Leader -- A Different Understanding of Why People Change or Don't, and What Development Means -- Stronger Linkages are Needed Between Development and the Business Strategy -- A Redefinition of Top Management's Role in Executive Development -- CONCLUSION -- REFERENCES -- PART II: CROSS CULTURAL PERSPECTIVES -- Chapter 6 -- INTRODUCTION -- Chapter 7 -- INFLUENCE TACTICS ACROSS TWELVE CULTURES -- INTRODUCTION -- LITERATURE REVIEW -- Influence Tactics Used in Different Countries -- Cross-cultural Research on Tactic Use or Effectiveness -- Summary and Evaluation of Prior Research -- OBJECTIVES OF OUR STUDY -- METHOD -- Samples -- Measures -- RESULTS -- Scale Means and Reliabilities -- Universally Effective Tactics -- Universally Ineffective Tactics -- Discriminant Analysis of Country Ratings -- DISCUSSION -- Advantages of the Study -- Limitations of the Study -- Practical Applications -- CONCLUSIONS -- ACKNOWLEDGMENTS -- REFERENCES -- Chapter 8 -- CULTURAL ADAPTABILITY AND LEADING ACROSS CULTURES -- INTRODUCTION -- Cultural Adaptability -- Developing Cultural Adaptability -- Adaptation -- International Experience -- Training -- Our Research -- METHODS -- Participants -- Measures -- Demographics -- Personality -- Experiences -- Roles -- Learning Scales -- Performance Measure -- Assignment to High and Low Global Complexity Group -- Standardization of Data -- Data Analysis -- RESULTS AND DISCUSSION -- Developing Leaders for Global Work: What do Organizations Need to Know and Do to Select and Develop People Who will Lead Effectively in the Global Economy? -- Personality -- International Experience -- CONTRIBUTIONS AND LIMITATIONS OF THIS WORK -- REFERENCES -- Chapter 9 -- LEADERS' SOURCES OF GUIDANCE AND THE CHALLENGE OF WORKING ACROSS CULTURES -- INTRODUCTION -- MAPS OF CULTURAL DIFFERENCE.

VALUES AND PRACTICES -- SOURCES OF GUIDANCE -- AREAS OF APPLICATION -- COUNTRY-LEVEL CONTRASTS -- Participative Non-Traditional Enterprise in a Traditional Hierarchical Context -- Participative Non-Traditional Enterprise in a Non-Traditional Hierarchical Context -- Hierarchical Enterprise in a Participative Context -- INDIVIDUAL-LEVEL ANALYSES -- CONCLUSIONS -- REFERENCES -- Chapter 10 -- THE CHINESE LEADERSHIP THEORY -- FOREWORD -- THE CHINESE CPM LEADERSHIP BEHAVIOR MODEL -- The CPM Scale and Its Construction -- Reliability and Validity of the CPM Scale -- Reliability and Validity Testing -- Correlation Coefficients -- Cluster Analysis -- Factor Analysis -- Difference between the CPM Model and Western Model -- The CPM Theory and Leadership Dynamics -- Applications of the CPM Model -- CHINESE IMPLICIT LEADERSHIP THEORY -- Study 1: Scale Development -- Method -- Participants -- Procedure -- Analysis -- Scale -- Study 2: Scale Administration -- Method -- Participants -- Procedure -- Results -- Identification of factors -- Relationship of Social Groups to Factors -- GENERAL DISCUSSION -- Content of Chinese Implicit Leadership Theory -- Differences in Implicit Leadership Factors among Social Groups -- Age Differences -- Occupational Differences -- Education Differences -- Dissimilarities between Chinese and American Theories of Implicit Leadership -- SUMMARY AND CONCLUSIONS -- Linkages between the Implicit Theory and Explicit Theory of Leadership -- Summary -- REFERENCES -- Chapter 11 -- CORPORATE CULTURE AND ORGANIZATIONAL EFFECTIVENESS: IS THERE A SIMILAR PATTERN AROUND THE WORLD? -- INTRODUCTION -- CORPORATE CULTURE AND ORGANIZATIONAL EFFECTIVENESS -- Example of a Manufacturing Company in Decline -- RESEARCH QUESTIONS -- METHODS -- RESULTS -- Study One -- Study Two -- DISCUSSION -- ACKNOWLEDGMENTS -- REFERENCES -- ITEMS AND INDEXES FOR EACH TRAIT.

EFFECTIVENESS QUESTIONS -- PART III: PROCESSES,PRACTICE AND DEVELOPING GLOBAL LEADERS -- Chapter 12 -- INTRODUCTION -- Chapter 13 -- STRATEGIC MANAGEMENT OF GLOBAL LEADERSHIP TALENT -- INTRODUCTION -- CLARIFYING THE GLOBALIZATION STRATEGY -- DEFINE LEADERSHIP REQUIREMENTS -- What Kind(s) of Leaders do Global Organizations Need? -- Role Challenges and Responsibilities -- Global Leadership Roles in General -- Specific Global Leadership Roles -- Competencies -- Core and Global Leadership Competencies -- A Synthesis: Core Leadership and Global Leadership Competencies -- A Comment about Languages -- DESIGNING THE TALENT MANAGEMENT SYSTEM -- Define Value Proposition -- Clarify Current Value Exchange -- Redefine As Needed for Better Fit -- Identify Gaps in the Talent Pipeline -- Forecast Demand, Inventory Supply -- Method for Defining Talent Supply -- Tools for Assessing Talent Supply -- Choose the Best Sourcing Solution -- Strengthen Existing Talent Pool -- Outplace Existing Talent -- Transform Current Talent -- Acquire New Talent -- Align Core Talent Management Processes -- Attract and Retain -- Select and Transition -- Mobilize and Develop -- Build Organizational Support Mechanisms -- Establish the Governance Framework -- Training and Equipping Talent Builders -- Conducting Regular Talent Reviews -- Measuring and Rewarding Progress -- CONCLUSION -- ACKNOWLEDGMENTS -- REFERENCES -- Chapter 14 -- CREATING AND SUSTAINING BALANCE IN GLOBAL BUSINESSES: A PRACTITIONER VIEW -- INTRODUCTION -- CENTRIPETAL AND CENTRIFUGAL FORCES -- WELCOME THE REGULATORS -- Theory -- Strategy -- Process -- Culture -- Measures, Rewards and Incentives -- Accountability and Performance Management -- A "Both/And" Mindset -- Coordinative Functions -- Finally, People Making it Work -- Summary -- EXAMPLE OF THREE BEST BALANCED COMPANIES -- Constructed Systems -- Strategic Balance.

Process Capability -- People and Culture Matter -- Functions Perform -- Summary -- CONCLUSION: "SO WHAT" DELIVERS "SO THAT!" -- REFERENCES -- Chapter 15 -- INFLUENCE AT A DISTANCE: LEADERSHIP IN GLOBAL VIRTUAL TEAMS -- INTRODUCTION -- THE GLOBAL VIRTUAL TEAM STUDY -- GLOBAL VIRTUAL TEAMS -- LEADING GLOBAL VIRTUAL TEAMS -- Leading Across Space and Time -- Leading Across Levels -- Leading Through the Full Range of Leadership -- Leading Through Technology -- Leading Continuous Learning and Knowledge Management -- Leading Through the Life Cycle -- Leading through Culture -- SUMMARY AND CONCLUSIONS -- ACKNOWLEDGMENTS -- REFERENCES -- Chapter 16 -- DEVELOPING GLOBAL MANAGERS: INTEGRATING THEORY, BEHAVIOR, DATA AND PERFORMANCE -- INTRODUCTION -- Different Contributions from Academics and Practitioners -- Two Case Studies -- MBA Course -- Company Program -- THE BIG PICTURE: EXACTLY WHAT IS THE PROGRAM ABOUT? -- Setting the Objectives -- ORGANIZING PRINCIPLE -- SEQUENCING THE SESSIONS -- THE FIRST TRANSITION: INITIAL ORIENTATION -- MAPPING -- Mapping Culture -- Preparation -- The Class Sequence -- The Importance of Measurement in Mapping -- BRIDGING -- Bridging over Technology -- INTEGRATING -- Integrating over Technology -- THE FINAL TRANSITION: THE "REAL WORLD" -- CONCLUSION: INTEGRATION IS THE KEY TO IMPACT -- ACKNOWLEDGMENTS -- REFERENCES -- Further-Reading -- Chapter 17 -- LEADERSHIP DEVELOPMENT IN ASIA: A PERSONAL VIEW -- SOME BACKGROUND -- AN ASIDE ABOUT JAPAN -- EDUCATION AND RECRUITING -- SOME PROGRESS -- THE EXPATRIATE REVOLVING DOOR -- MODELS OF LEADERSHIP -- SO WHAT'S THE PROBLEM? -- THE DOWNSIDE -- CULTURAL DIMENSIONS -- Power Distance -- Collectivism Versus Individualism -- Femininity vs. Masculinity -- Uncertainty Avoidance -- Long-Term vs. Short-Term Orientation -- IMPLICATIONS FOR INDIGENOUS DESIGN -- INTRODUCING INDIGENOUS DESIGN.

IMPLEMENTING INDIGENOUS DESIGN.