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Alternate Views of Global Leadership: Applying Global Leadership Perspectives to Leading Global Teams

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Leading Global Teams

Abstract

The literature around global leadership and global teams has expanded dramatically over the last decade. There have, however, been few integrative approaches to examining the intersection between these constructs. The present chapter reviews the dominant paradigms in global leadership and in teamwork in a global context. Specifically, the global leadership and cross-cultural leadership literatures are reviewed, along with the literatures on multinational teams, virtual teams, and cross-cultural teams. The leadership literatures are further broken down into competencies and styles (for global leadership) and universal or contingency-based approaches (for cross-cultural leadership). The literature on global teams is integrated into these overviews.

The competency approaches to global leadership are numerous and relatively recent, though all inherently assume the need for a global mind-set. Specific global leadership competencies, such as cross-cultural awareness, are highlighted as being particularly critical for global leaders. The discussion of leadership styles primarily focuses on the Full-Range-Leadership-Theory, although the styles from Project GLOBE are reviewed as well. The arguments for either (1) adjusting one’s leadership style to the culture in question or (2) keeping one’s style consistent, as leaders are effective regardless are both reviewed. The cross-cultural perspectives are presented next. The universal perspective focuses on universal leadership traits that are recognized as effective across cultures and the debate around whether leadership traits are universally effective across cultures. Finally, the cultural contingency approach highlights the need for recognizing cultural differences in order to maximize efficiency.

Ultimately, eight best practices are presented alongside this review with concrete suggestions for effectively leading teams in a global setting.

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Notes

  1. 1.

    In the current chapter, we use the labels “team” and “group” interchangeably to refer to a collective entity that is bound by common goals shared by more than two people that interact with each other (Earley & Gibson, 2002; Guzzo & Dickson, 1996), though we acknowledge that some have advanced conceptual differentiations between the two (e.g., Katzenbach & Smith, 1993).

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Authors and Affiliations

  1. College of Liberal Arts and Sciences, Wayne State University, 5057 Woodward Avenue, Detroit, MI, 48202, USA

    Benjamin Biermeier-Hanson, Mengqiao Liu & Marcus W. Dickson Ph.D.

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  1. Benjamin Biermeier-Hanson
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  2. Mengqiao Liu
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  3. Marcus W. Dickson Ph.D.
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Correspondence to Benjamin Biermeier-Hanson .

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Editors and Affiliations

  1. School of Psychology and Institute for Cross Cultural Management, Florida Institute of Technology, Melbourne, Florida, USA

    Jessica L. Wildman

  2. School of Psychology and Institute for Cross Cultural Management, Florida Institute of Technology, Melbourne, Florida, USA

    Richard L. Griffith

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Biermeier-Hanson, B., Liu, M., Dickson, M.W. (2015). Alternate Views of Global Leadership: Applying Global Leadership Perspectives to Leading Global Teams. In: Wildman, J., Griffith, R. (eds) Leading Global Teams. Springer, New York, NY. https://doi.org/10.1007/978-1-4939-2050-1_9

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