ADVANCES IN GLOBAL LEADERSHIP -- COPYRIGHT PAGE -- CONTENTS -- LIST OF CONTRIBUTORS -- PREFACE -- INTRODUCTION - PASSION, COMPASSION AND COMPLEXITY IN GLOBAL LEADERSHIP RESEARCH AND PRACTICE -- GLOBAL MANAGEMENT -- LEADING INNOVATION AND CHANGE -- SUSTAINABLE DEVELOPMENT -- LEADERSHIP DEVELOPMENT -- REFERENCES -- CONCEPTUALIZING AND MEASURING GLOBAL MINDSET® -- CONCEPTUALIZING AND MEASURING GLOBAL MINDSET -- THE GLOBAL MINDSET PROJECT -- CONCEPTUALIZATION OF GLOBAL MINDSET -- GLOBAL MINDSET INVENTORY DEVELOPMENT -- CONCLUSION -- NOTES -- REFERENCES -- AMBIDEXTROUS LEADERSHIP FOR INNOVATION: THE INFLUENCE OF CULTURE -- INTRODUCTION -- THE NEW LOOK ON LEADERSHIP FOR INNOVATION -- DUALITIES OF INNOVATION -- AMBIDEXTROUS LEADERSHIP FOR INNOVATION -- COMPOSING TEAMS -- STRUCTURING TASKS -- MANAGING DECISION MAKING -- INFLUENCING MOTIVATION -- CULTURE AND LEADERSHIP FOR INNOVATION -- FUTURE ORIENTATION AND UNCERTAINTY AVOIDANCE -- INDIVIDUALISM AND COLLECTIVISM -- POWER DISTANCE -- PERFORMANCE ORIENTATION -- ASSERTIVENESS -- GENDER EGALITARIANISM -- HUMANE ORIENTATION -- CONCLUSION -- NOTES -- ACKNOWLEDGMENT -- REFERENCES -- ALIGNING ORGANIZATIONS FOR POSITIVE CHANGE: THE ROLE OF LEADERSHIP IN MATCHING STRATEGY, CULTURE, AND SOCIAL NETWORKS TO VITAL ORGANIZATIONAL CHALLENGES -- INTRODUCTION -- ON POSITIVE ORGANIZATIONAL CHANGE AND LEADERSHIP -- THE IMPORTANCE OF FRAMEWORKS IN LEADING CHANGE -- A MODEL OF ORGANIZATIONAL ALIGNMENT FOR LEADING CHANGE -- A CASE EXAMPLE -- SUMMARY -- REFERENCES -- MANAGING CULTURAL INTEGRATION IN CROSS-BORDER MERGERS AND ACQUISITIONS -- UNDERSTANDING CROSS-BORDER MERGERS AND ACQUISITIONS -- MANAGING THE CULTURAL INTEGRATION PROCESS IN MERGERS AND ACQUISITIONS -- DISCUSSION -- NOTE -- ACKNOWLEDGMENTS -- REFERENCES -- MANAGING SUSTAINABILITY FOR ECONOMIC RETURN IN THE MULTINATIONAL ENTERPRISE.

SUSTAINABLE BUSINESS AND THE SHAREHOLDER -- EROSEI: A MODEL FOR SUSTAINABLE BUSINESS -- CONCLUSION -- NOTES -- REFERENCES -- LEADING SUSTAINABILITY -- INTRODUCTION -- BACKGROUND ON SUSTAINABLE DEVELOPMENT -- COGNITIVE DEVELOPMENT FOR SUSTAINABILITY -- KNOWLEDGE-BASED DEVELOPMENT FOR SUSTAINABILITY -- ACTION-BASED DEVELOPMENT FOR SUSTAINABILITY -- SUMMARY -- REFERENCES -- INNOVATION IN LEADERSHIP DEVELOPMENT -- INTRODUCTION -- EXECUTIVE SUMMARY OF KEY FINDINGS -- PART 1: INNOVATION IN LEADERSHIP DEVELOPMENT IN A STRATEGIC PERSPECTIVE -- PART 2: FUTURE PRACTICES IN LEADERSHIP DEVELOPMENT FROM A CORPORATE PERSPECTIVE -- PART 3: FUTURE PRACTICES IN LEADERSHIP DEVELOPMENT FROM A FACILITATOR PERSPECTIVE -- PART 4: INNOVATION IN LEADERSHIP DEVELOPMENT ACCORDING TO OTHER STUDIES -- PART 5: CONCLUDING REMARKS ON THE FUTURE OF LEADERSHIP DEVELOPMENT -- REFERENCES -- WORKING TOWARD A MODEL OF DEMONSTRATED VALUE IN PREDICTING AND DEVELOPING LEADERSHIP SUCCESS -- INTRODUCTION -- THE PREDICTIVE ANALYTICS APPROACH -- CONCLUSION -- REFERENCES -- GLOBAL ASSIGNMENT EFFECTIVENESS AND LEADER DEVELOPMENT -- HOW EFFECTIVE GLOBAL ASSIGNMENTS AFFECT LEADER DEVELOPMENT -- ASSIGNMENTS DIFFER IN THEIR DEVELOPMENTAL VALUE -- INDIVIDUALS DIFFER IN THEIR ABILITY TO PERFORM ON ASSIGNMENT -- METHODOLOGY -- RESULTS -- DISCUSSION -- REFERENCES -- 'TURNING UP THE VOLUME' IN INTER-PERSONAL LEADERSHIP: MOTIVATING AND BUILDING COHESIVE GLOBAL VIRTUAL TEAMS DURING TIMES OF ECONOMIC CRISIS -- INTRODUCTION -- VALUE AND VEXATIONS OF VIRTUAL TEAM WORKING -- GLOBAL TEAM LEADERSHIP IMPACT ON VIRTUAL TEAM OUTCOMES -- MEASURING TEAM MEMBERS' PERCEPTIONS OF LEADERSHIP BEHAVIOUR -- FIRO THEORY: AN OLD CLASSIC FOR A NEW LEADERSHIP ENVIRONMENT -- THE VIRTUAL TEAM LEADERSHIP STUDY -- GVT LEADER AS INITIATOR -- LEADERSHIP IMPACT ON GVT MOTIVATION AND COHESIVENESS.

DEVISING A NEW MEASURE FOR PERCEIVED GVT LEADERSHIP -- MEASURING MOTIVATION AND COHESIVENESS OUTCOMES -- SAMPLE CHARACTERISTICS -- FINDINGS: FIRO LEADERSHIP BEHAVIOURS AND VIRTUAL TEAM MOTIVATION -- DISCUSSION -- LIMITATIONS AND FUTURE RESEARCH CHALLENGES -- CONCLUSION -- REFERENCES -- UNDERSTANDING PROACTIVE LEADERSHIP -- INTRODUCTION -- CHARACTERISTICS OF PROACTIVITY -- CURRENT FINDINGS ON LEADERS' PROACTIVITY -- PROACTIVE LEADERSHIP -- COMPETENCY REQUIREMENT OF PROACTIVE LEADERSHIP -- LEADERS' PROACTIVITY FROM DIFFERENT OBSERVERS' PERSPECTIVE -- CONCLUSION -- REFERENCES -- HUMAN DEVELOPMENTAL AND CULTURAL PERSPECTIVES ON COACHING MID-CAREER EXECUTIVES IN CHINA -- INTRODUCTION -- KEGAN'S DEVELOPMENT THEORY OF MEANING-MAKING -- THE CONTEXTUAL TRANSFORMATION IN CHINA -- LITERATURE REVIEW -- MIDLIFE CRISIS/TRANSITIONS -- A CHINA CASE STUDY -- A SCHOLAR-PRACTITIONER COACH'S REFLECTION -- REFERENCES -- CONCLUSION: A CONTINUOUS QUEST FOR RESPONSIVE AND RESPONSIBLE GLOBAL LEADERS -- MANAGING ORGANIZATIONAL CHANGE AND INNOVATION -- LEADING SUSTAINABLY -- DEVELOPING GLOBAL LEADERSHIP -- CONCEPTUALIZING AND MEASURING LEADERSHIP CHARACTERISTICS -- FURTHER THOUGHTS -- NOTE -- REFERENCES -- ABOUT THE EDITORS -- ABOUT THE CONTRIBUTORS -- TABLE OF CONTENTS FROM VOL. 1 -- TABLE OF CONTENTS FROM VOL. 2 -- TABLE OF CONTENTS FROM VOL. 3 -- TABLE OF CONTENTS FROM VOL. 4 -- TABLE OF CONTENTS FROM VOL. 5.