By William Mobley
The urgency of a deeper knowing of the character and improvement of leaders who may be potent throughout a number of contexts and nationwide obstacles hasn't ever been extra obvious. "The Advances in international management sequence" seeks to give a contribution to this realizing by means of proposing unique papers by means of teachers, practitioners and specialists actively engaged in international management from a number of views. quantity five of this sequence contains chapters on: character, management and globalization; the jobs of foreign adventure, experiential studying, and cultural intelligence in constructing international leaders; an integrative framework for assessing, training and constructing international leaders; constructing balanced international management groups; management in strategic alliances; management within the Mid-East, Korea and Europe; management and environmental scanning; and, moral management. Authors of this name come from China, eire, Korea, Singapore, U.K. and united states.
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Extra resources for Advances in Global Leadership
Boyatzis, R. A. (1982). The competent manager. New York: Wiley. Campbell, D. P. (2006). Globalization: The basic principles of leadership are universal and timeless. In: W. H. Mobley & E. Weldon (Eds), Advances in global leadership (Vol. 4, pp. 143–160). Amsterdam: Elsevier. Collins, J. (2001). Good to great. New York: HarperCollins. Costa, P. , & McCrae, R. R. (1992). Revised NEO Personality Inventory (NEO-PI-R) and NEO Five-Factor (NEO-FFI) Inventory Professional Manual. Odessa, FL: Psychological Assessment Resources.
Motives and values. Less common is the examination of leaders’ and managers’ motives, values or attitudes. For example, what motives underlie certain behaviours in a particular setting: a desire for power, for money or to achieve ethical goals? Motives, values and personality overlap and relate to corporate culture when aggregated across individuals. In general, motives may be viewed as more localised in time and space while values are deeply internalised and set the rank ordering of importance and the prioritisation given to potentially competing demands: making money or treating people well; creating a stable working environment or ensuring innovation and change can ﬂourish.
2005). What we know about leadership. Review of General Psychology, 9, 169–180. , & Warrenfeltz, R. (2003). Educating the modern manager. Academy of Management Learning and Education, 2, 74–84. Hollenbeck, G. , & McCall, M. W. (2003). Competence, not competencies: Making global executive development work. In: W. H. Mobley & P. W. Dorfman (Eds), Advances in global leadership (Vol. 3, pp. 101–119). Amsterdam: Elsevier. Hunter, I. , & Hunter, R. F. (1984). Validity and utility of alternative predictors of job performance.
Advances in Global Leadership by William Mobley