International Leadership: Effecting Success Across Borders in a Boundaryless World

Preface
Acknowledgments
Contents
Part I: Introduction
1: Preamble: Approach, Purpose, Structure, and Guiding Questions
2: International Leadership: Effecting Success across Borders in a Boundaryless World
2.1 Introduction
2.2 The Contexts of International Leadership
2.2.1 Leading across Borders in a Boundaryless World
2.2.2 The Mindset of a Human-Centered Appreciative Approach
2.2.3 Agency and Determination
2.2.4 Entrepreneurial Serendipity Rather than Strategic Rationality
2.3 The Scope of International Leadership
2.3.1 Leading International Organizations
2.3.2 Leading International Teams
2.3.3 (Self-)Leadership with Intercultural Excellence
2.4 International Leadership Traits, Competencies and Behaviors
2.4.1 International Leadership Traits
2.4.2 International Leadership Competencies
2.4.3 International Leadership Behaviors
2.5 International Leadership Futures
2.5.1 E-Leadership
2.5.2 Responsible Leadership
2.5.3 Deep Leadership Development
2.6 Conclusion
References
Part II: Leading International Organizations
3: Enacting Opportunities across Borders
3.1 Introduction
3.2 Literature Review
3.2.1 Internationalizing SMEs
3.2.2 The International Entrepreneurship Perspective
3.3 Methodology
3.3.1 Data Collection
3.3.2 Sampling
3.3.3 Data Analysis
3.4 Findings and Discussion
3.4.1 Part A: SME Entrepreneurs´ Actions and Interactions in the Pursuit of International Opportunities
3.4.2 Part B: An SME Entrepreneur´s Multiple Roles in the Pursuit of International Opportunities
3.5 Conclusion
References
4: Early and Rapid or Late and Slow?
4.1 Introduction
4.2 Conceptual Background
4.2.1 Internationalization
4.2.2 Age at Internationalization
4.2.3 The Speed of Internationalization
4.3 Theory and Hypotheses
4.3.1 Age at Internationalization and Internationalization Speed
4.3.2 Age at Internationalization and International Learning Experiences
4.4 Methodology
4.4.1 Research Setting and Data
4.4.2 Measures
4.4.3 Control Variables
4.4.4 Methods of Analysis
4.5 Results
4.6 Discussion
4.6.1 Contributions to Theory
4.6.2 Contributions to Practice
4.6.3 Limitations and Suggestions for Future Research
Appendix
References
5: Cooperation With Distributors in Arabic-Speaking Countries
5.1 Introduction
5.1.1 Leadership in Distribution Channels
5.1.2 Online Survey and Personal Interviews
5.2 The Cooperation Process with Distributors in Practice
5.2.1 Selection of a Distributor
5.2.1.1 Case Study: Selection of the Distributor-Trafag AG
5.2.1.2 Survey Results: How to Select a Distributor
5.2.2 The Motivation of the Distributor to Proactively Sell the Products of the Exporting Company
5.2.2.1 Case Study: Motivation of the Distributor-Baswa AG
5.2.2.2 Survey Results: How to Motivate a Distributor
5.2.3 Long-Term Cooperation with the Distributor
5.2.3.1 Case Study: Cooperation with the Distributor-USM U. Schärer Söhne AG
5.2.3.2 Survey Results: How to Cooperate with a Distributor in the Long Term
5.2.3.3 Important Qualities of a Sales Manager Working with Distributors
5.3 Dealing with Cultural Differences
5.3.1 Case Study: Dealing with Cultural Differences-ABB
5.3.2 Cultural Differences Between the Arab World and Switzerland
5.3.2.1 Method of Classification: Arab Proverbs as Proxies
5.3.3 Four Major Challenges and how to Handle Them
5.3.4 Challenge 1: Relationships
5.3.4.1 Characteristics of the Cultural Dimension: Relationship
5.3.5 Challenge 2: Understanding of Time
5.3.5.1 Characteristics of the Cultural Dimension: Time
5.3.6 Challenge 3: Dealing with Criticism
5.3.6.1 Characteristics of the Cultural Dimension: Criticism
5.3.7 Challenge 4: Commitment to Keeping Promises
5.3.7.1 Characteristics of the Cultural Dimension: Commitment
5.4 Summary: Ten Golden Rules for Working with Distributors in Arabic-Speaking Countries
References
6: The Curious Case of Leadership in International Branch Campuses in Higher Education
6.1 Introduction
6.2 Theoretical Framework and Literature Review
6.2.1 The Evolution of Leadership Theories
6.2.2 International Leadership
6.2.3 Higher Education Leadership
6.2.4 Intercultural Leadership
6.3 Research Methodology
6.3.1 Data Collection and Analysis
6.4 Findings
6.4.1 Possibilities and Tensions of Budget Change
6.4.2 Leadership in a Transitory International Environment
6.4.3 Transitory/Contract Faculty during Economic Change
6.5 Discussion: Internationalizing Leadership at IBCs
6.5.1 Modeling the Way
6.5.2 Inspiring a Shared Vision
6.5.3 Challenging the Process
6.5.4 Enabling Others to Act
6.5.5 Encouraging the Heart
6.6 Implications and Recommendations
6.7 Conclusion
References
7: International Leadership and the Fight Against Corruption
7.1 Introduction
7.2 The Fight Against Corruption as a Leadership Task
7.2.1 Recent History and Principles of Leadership in the Fight Against Corruption
7.2.2 Ethical Leadership as a Prerequisite for Fighting Corruption
7.2.3 Limitations of Ethical Leadership in Fighting Corruption
7.3 Direct and Indirect Management Tools and the Fight Against Corruption
7.3.1 Direct Management Tools
7.3.1.1 Job Rotation and the Principle of Dual Control
7.3.1.2 Target Agreements and Performance Reviews
7.3.2 Indirect Management Instruments
7.3.2.1 Personnel Selection (Recruitment, Promotion)
7.3.2.2 Personnel Development and Training
7.3.2.3 Control and Incentive Systems
7.3.3 Limitations of Management Tools for Fighting Corruption
7.4 Organisational Culture
7.4.1 How International Leaders Should Perceive Organizational Culture
7.4.2 Importance of the Organisational Culture in the Fight Against Corruption
7.4.3 Shaping the Organisational Culture by the International Leaders
7.5 Conclusion
References
Part III: Leading International Teams
8: Intercultural Work Settings: Which Competences for Managers, Leaders, and Teams?
8.1 Introduction
8.2 Theoretical Approach to Intercultural Management and Competence
8.2.1 Management and Leadership
8.2.2 Intercultural Management: From Culture to Competence
8.2.2.1 Culture and Intercultural Communication
8.2.2.2 Research on Intercultural Management and Definitions
8.2.2.2.1 Research on Intercultural Management
8.2.2.2.2 Definitions of Intercultural Management
8.2.2.3 Individual and Collective Competences for Managers, Leaders, and Teams
8.3 Practical View of Intercultural Management: Insights from the Field
8.3.1 The Benefits of Positive Attitudes
8.3.2 Physical and Psychological Mobility
8.3.3 Arrangement of Time and Space for People to Meet
8.3.4 Climb and Sail ``Across the Globe´´
8.4 Intercultural Competence Development: Which Methods?
8.4.1 Some Paths for Action
8.4.2 The Culturoscope
8.4.3 ``Plastic Mediation´´: A Method for Intercultural Coaching
8.4.4 Synthesis: Attempt at an Observation and Reflection Model
8.5 Conclusions
References
9: Co-leading an International Collaborative Team: Relationships Matter
9.1 Background
9.2 Theoretical Framework and Literature Review
9.2.1 Intercultural Competencies
9.2.2 Impact of Short-Term Intercultural Experiences
9.2.3 Global Citizenship Competencies: Trust, Flexibility, and Dedicated Boundary Spanners
9.3 Research Methodology
9.3.1 The Process of Reflection: Appreciative Inquiry Framework
9.3.2 Limitations
9.4 Our Stories
9.4.1 Jillaine´s Story
9.4.2 Mary´s Story
9.4.3 Our Story, Mary´s and Jillaine´s Collaboration in the VILW
9.4.3.1 Aspirations and Expectations Through Relationship-Building
9.4.3.2 Honesty, Openness and Listening as Co-leaders of an International Collaboration
9.4.3.3 The Relationship Continues as Co-leaders and Collaborators
9.5 Implications and Discussion
9.5.1 Life Histories and Relational Dynamics in Collaborative Leadership: Trust in a Boundaryless World
9.5.2 Individual and Dialogical Reflection in Collaborative Co-leadership
9.5.3 Duoethnographic Research Methodology and International Collaborative Co-leadership
9.6 Conclusions
References
10: An Exploration of Humanistic Leadership
10.1 Introduction
10.2 Singapore´s Cultural Background and Economic Environment, Its Political and Educational System
10.3 Working with International Teams in a Globalised World
10.4 The Western Humanistic Approach to Leading Teams
10.5 The Chinese Approach to Leading Teams
10.6 Leadership Skills Required to Start Leading and Working with International Teams
10.7 Practical Examples of Successfully Leading International Teams
10.8 Analysis
10.8.1 Experiences and Reflections Made During Project Work with International Teams
10.8.2 Adjustments of the Leadership Principles That Proved Successful
10.9 Leadership Learnings
10.10 Challenges and Pitfalls to Avoid in Order to Be a Successful Leader
10.11 Virtually Leading International Cross-Border Project Teams
10.12 Singapore´s Influence on the Author´s Leadership Practices and How This Translates into Virtual Intercultural Project Wo...
10.13 Conclusion
References
11: Developing Global Leadership in Africa
11.1 Introduction
11.2 Theoretical Framework
11.3 Methodology
11.4 Leadership Training Contextualisation
11.5 Evaluation: Reactions and Learning
11.6 Impact by Behaviour and Results
11.6.1 Impact 1: Managing Self: Change in Perspective on Leadership, Increased Confidence and Proactive Volunteering for Leade...
11.6.2 Impact 2: Managing Others: Increased Ability to Apply Desired Leadership Skills
11.6.3 Impact 3: Community: Broad-Reaching Impact on Organization and Students´ Lives
11.6.4 From Fluttering Flag to Winner
11.7 Future Training and University Perspective
11.8 Discussion and Concluding Comments
References
12: Emergent Leadership in Multicultural, Global, and Virtual Teams
12.1 Introduction
12.2 Literature Review
12.3 Methodology
12.4 Findings
12.4.1 Challenges of Team Reluctancy, Individual Responsibility, and Leaders´ Inactivity Calling for Potential Leaders´ Attent...
12.4.2 Triggers Pushing Potential Leaders to Action: Worries of Collective Failure
12.4.3 Ice-Breaking and Acting to Contribute and Save the Situation
12.4.4 Group and Individual Resistance to Co-leadership Initiatives
12.4.5 Strategies Against Resistance and Challenges from Team Members
12.4.6 Emergent Leaders´ Behavioral Response, Character, and Attitudes
12.4.7 Self-Discovery, Leadership Development, and Pride in the Outcomes of Leadership Initiatives
12.5 Conclusion, Discussion, Contributions, and Suggestions for Future Research
References
Part IV: Leading with Intercultural and Intrapersonal Excellence
13: Effective Leadership across Cultures
13.1 Introduction
13.2 Theoretical Frameworks
13.2.1 Leadership Development
13.2.2 Intercultural Competence Development and Maintenance
13.2.3 Synthesizing Leadership with Intercultural Models
13.3 Leading with Intercultural Excellence
13.3.1 Negotiating ``Third Culture´´ Spaces with Inclusive Norms
13.3.2 Making Intercultural Competency Development a Priority for Professional Development
13.3.3 Practicing Self-Care to Maintain Emotional Resilience
13.3.4 Inspiring Trust and Motivating Followership
13.4 Conclusion
References
14: The Emergence of Chinese Global Executives
14.1 Introduction
14.2 Literature Review
14.2.1 Traits Theory
14.2.2 Skills Approach
14.2.3 Intercultural Leadership
14.3 Research Propositions and Framework
14.4 Research Method
14.5 Field Study and Discussion
14.5.1 Case 1: Managing Director of a Swiss Company´s Subsidiary in China-Finding the Right Balance
14.5.2 Case 2: CEO of a High-Tech Swiss Company-The Making of a Successful Start-Up
14.5.3 Case 3: General Manager of a Multinational´s Subsidiary in China-Being Ready for Adaptation
14.6 Discussion and Concluding Remarks
References
15: ``A Corporate´s Character Is its Fate´´
15.1 Introduction
15.2 Some Background to the Debate on Character and Leadership
15.3 The Development Aspect of Character
15.4 Understanding the Meaning of Individual and Corporate Character
15.5 Governance, Culture and Corporate Character
15.6 Character, Leadership and Ethical Conduct
15.7 Individual and Corporate Character in a Globalized, Multicultural World
References
16: ``Worthy of Trust´´: What a Leader Should Do in Order to be Considered a Trusted Leader
16.1 Introduction
16.2 Constituents of Trustworthiness
16.3 Diversity and Trust-Building
16.4 The Emphasis on Moral and Relational Traits
16.5 Our Interview Setting
16.6 Take-Away Points
16.6.1 No Trust, no Real Motivation for Collaborations
16.6.2 To Gain Trust, you Have to Give Trust (to the Right Person)
16.6.3 Trusted Leaders Have Self-Awareness of their Strengths and Weaknesses and Continuously Improve Themselves
Box 16.1 How to Deal with the Competency Gap?
16.6.4 Trusted Leaders Have Not Only an Intelligence Quotient, but also a Moral Quotient and an Emotional Quotient
16.6.5 Consistency Counts
16.7 Conclusion
References
Part V: International Leadership Case Studies
17: SME Internationalization: Exploration of Unknown Territories by Strategically Seizing Serendipity
17.1 Entrepreneurship: Seize Opportunities and Gain Experience
17.2 Internationalization: A Matter of Strategy
17.3 Internationalization: Just another Business Opportunity the Entrepreneur Seizes Upon?
17.4 A Strategic Approach Finds its Way into the Organizational Development of ``NatureYou´´
17.5 The Outsider´s Perspective: Establishing a Systematic SME Development Process
17.6 Strategic Internationalization Paths and Defining Target Markets
17.7 Internationalization: A Social Network Constructivism Task
17.8 Internationalization by Leveraging Trusted Networks
17.9 SME Internationalization Based on Personal Relationships and ``A Gut Feeling´´
17.10 Many Roads Lead to Rome, but which One Is the Most Effective and Efficient?
18: From Zero to Sales
18.1 A New Customer in Australia
18.2 Back to Reality
18.3 Navigating the Board Meeting
18.4 Crunching the Numbers
18.5 Not Just Any SWOT
18.6 Pondering Strategic Options
18.7 Taking Tangible Action
19: Leading Leadership Development
19.1 A Blow to the Core
19.2 The Next Generation Scientist Program (NGS)
19.3 A Unique Implementation Program to Support Diversity and Inclusion (D&I)
19.4 Leveraging Opportunities for Establishing the NGS Program
19.5 Crisis Intervention
19.6 Capacity Development Programs and the Risk of a ``Brain Drain´´
19.7 Success Does Not Ensure Longevity
References
20: Building a Healthy Organization
20.1 Joining a Failing Organization
20.2 Tough Decisions in a Time When Giving Up Was No Option
20.3 Getting Back on Track or Not?
20.4 Regaining Control and Legitimacy
20.5 Stepping Up? Leading in the Background
20.6 Further Consolidating the Value Streams
20.7 Broadening Horizons
20.8 Finding One´s Own Approach
20.9 Tackling Issues Set Aside During the Crisis
20.10 Fighting for Recognition and Jumping on Opportunities