The role of a global leader is complex. Learn implications for global leadership and cultural sensitivity when balancing local vs. global needs.
Investigate self-enhancement and self-diminishment derailment implications across collectivistic (Taiwan, China, South Korea) and individualistic (USA) cultures. Study reveals self-enhancement relates to derailment in collectivistic cultures valuing modesty, while self-diminishment
Discover cultural convergence across 30 countries with 6,130 managers showing the universal importance of 3 managerial skillsets: taking action and making decisions, relationships, and energy and drive. Multilevel hierarchical generalized linear modeling reveals skills transcend
Examine the effectiveness of European leadership development programmes through evaluation research. Study assesses programme impact, developmental outcomes, and factors contributing to successful leadership development across European organizational contexts.
Explore tactics for transforming today’s borders into tomorrow’s frontiers through boundary spanning. Second of 2 white papers shares success stories and actionable tactics leaders can use immediately to bridge organizational boundaries and solve complex challenges.
Understand components of sustainable, comprehensive collective leadership strategy for health care. Collaboration with The King’s Fund describes essential elements for developing effective collective leadership approaches in healthcare organizations.
Explore what coaches believe are best practices for effective coaching through qualitative study. Research synthesizes expert coach perspectives on relationship building, goal setting, questioning techniques, and developmental strategies maximizing client outcomes.
Understand how workplace relationships help or hinder managerial careers through study of male and female managers across 5 European countries. Research presents first-hand experiences showing relationship dynamics’ impact on career progression.
Examine leadership challenges and competency needs of 763 participants from 7 countries (China/Hong Kong, Egypt, India, Singapore, Spain, UK, US). Qualitative and quantitative data reveal cultural convergence, with Developing Managerial Effectiveness, Inspiring Others, and
Discover the dynamics and causes of manager derailment from survey of 2,500+ respondents across 5 countries. Research reviews the common phenomenon where impressive managers go wrong, identifying differences by organizational level, industry, and country, providing actions for
