Global Leadership Theory

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While definition of global leadership dealt with the various aspects concerning the scope and multiplicity of operating in a multidimensional environment, the prospect of defining global mindset will offer the same level of ambiguity when one has to decide how to approach a unifying definition of this term. We decided to approach this complex term by using a framework which incorporates various proposed definitions of what global mindset means. The framework proposed in the article titled “Global Mindset: A Construct Clarification and Framework” by Joana S.P. Story, John E. Barbuto Jr, (2011) proposes a definition of the term global mindset that the authors contend will lead to positive outcome for the organization. Furthermore, this model…show more content…
2.4.2 Global roles The authors (Joana and John, p 5, 2011) contend that this component is about managing the complexities of the global role. The model further argues that leaders who manage and excel in managing global complexity, and meet the challenges that exist in the global arena with more frequency and execute their functions properly, will be capable to overcome many of the abovementioned complexities of global roles. 2.4.3 Leader distance and E-leadership And finally there is the component of moderating the effects of leader distance. The authors (Joana and John, 2011) mentions three types of distance, psychological, structural and functional distance that effect the global leader, and they frame the tree distances on the basis the working environment that exist in the global arena effected by both physical and temporal (time difference)…show more content…
These changes introduce us to a new organization forms such as virtual organization and E-environment (Mohammed K, 2009). E-leadership is the result of E-environment and is depended on internet to stay connected and opens up the variety of communication method (Hani, 2001). Cascio and Shurygalio (2003) mention about five disadvantages to virtual communication: (1) Lack of physical interaction, (2) Loss of face to face synergies, (3) Lack of trust, (4) Greater concern with predictability and reliability, (5) Lack of social interaction. With that in mind, the most distinctive attribute about E-leadership is the spatial distance leaders and individuals or groups across the world interacts with each other independent of physical present and geographical location (Weisband A, 2008b). The implication of this is that it restricts face-to-face communication resulting in leaders learning to manage their performance and team development (Kozlowski, 2002). The role of an e-leader does not change the basic role of traditional leadership only the method they use to communicate with their virtual team through communication technology (Hani, 2001) and the information is being distributed and collected via the same channel (Avolio,

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