Global Mindset and Leadership Effectiveness

A global mindset, often referred to as managerial attitudes regarding globalization and aspects of international business, is recognized as an imperative for effective global leadership. Based on extensive literature research, Global Mindset and Leadership Effectiveness describes three field studies in which global mindset is identified and related to outcomes of effective leadership behaviour. The empirical results reveal that effective leadership behaviour depends on a company's global organizational structure and corporate culture. In companies with a strong focus on their native country, managers with global mindsets are perceived by their superiors as ineffective in contrast to their peers with local mindsets. Therefore, a global mindset as such is not enabling managers to be as effective due to the organizational setting in which these managers are working. Based on the empirical results, this book describes the consequences of the relationship between global mindset and leadership effectiveness for organizations and individuals in terms of 'mindset – organization fit', stages in mindset development, and a 'global career paradox'.

Wim den Dekker is Head of HR Western European Area at Lloyd's Register, Netherlands. He has studied economics and business administration and has over 20 years of business and HR experience in professional and leadership roles. He has researched extensively in the area of global leadership effectiveness whilst working in an international business environment.

List of Tables
List of Figures
Preface
Foreword
1. Introduction
2. Globalization and Leadership Effectiveness
3. Global Mindset: Theoretical Backgrounds
4. Identifying Global Mindset at the Individual Level
5. Instrument Development
6. Global Mindset and Leadership Effectiveness
7. Discussion
References