Meeting the Challenges of Effective International HRM: Analysis of the Antecedents of Global Mindset

The full force of globalization has hit today’s organizations, and it is clear that there are many cultural and human problems. International human resource management (IHRM) is being asked to better understand and develop multinational organizational leaders to meet the challenges. A prominent solution that is receiving increased attention is the construct of global mindset, which has growing rhetoric but little research support. To help fill this need, after first theoretically framing global mindset as made up of one’s cultural intelligence and global business orientation, this study identifies and empirically tests some theory-driven antecedents. Utilizing a diverse sample (N = 136) of global leaders of a well-known multinational, we found that personal, psychological, and role complexity antecedents were related to the participants’ level of global mindset. The practical implications of these findings for effective international human resource management conclude the article

Contagion effect of global leaders’ positive psychological capital on followers: Does distance and quality of relationship matter?

A key assumption of effective international human resource management (IHRM) is that global leaders influence and serve as role models for their followers, regardless of the inherent distance (physical and frequency of interaction) between them in today’s global context or the quality of the relationship. Although considerable attention has been devoted to cultural differences between global leaders and their diverse followers and teams, this study investigates the impact that distance and quality of the relationship has on a sample of a Fortune 100 multinational firm’s global leaders’ level of positive psychological capital (PsyCap) contagion effect on their followers located around the world. The results indicated such contagion at a distance existed, but the quality of the relationship did mediate this effect. Moreover, the potential undesirable effects of distance seemed to be buffered by the global leaders’ PsyCap. The potential limitations, needed future research and practical implications for IHRM conclude the article

Ethical Leadership: Lessons from Africa for International Management

Scholarship at the interface of ethics, leadership and organizations in Sub-Saharan Africa (SSA) is still scarce. We draw from literature about leadership in Africa to identify three research streams (functional, cultural, and critical) and use these streams to make sense of research on ethics, organizations and leadership in SSA, as well as to analyze opportunities for research. We propose four interpretative approaches allowing the advancement of research in the field of ethical leadership in SSA. More diverse research on SSA is important for it allows the development of textured theories on the context and opens possibilities for revitalizing organization theory.Recherche sur l’interface entre l’éthique, le leadership et les organisations en Afrique sub-saharienne (ASS) sont encore rares. Nous nous appuyons sur la littérature relative au leadership en Afrique pour identifier trois courants de recherche (fonctionnel, culturel et critique) et utilisons ces courants pour donner un sens à la recherche sur l’éthique, les organisations et le leadership en ASS, ainsi que pour analyser les opportunités de recherche. Nous proposons quatre approches interprétatives permettant l’avancement de la recherche dans le domaine du leadership éthique en ASS. Une recherche plus diversifiée sur l’ASS est importante car elle permet le développement de théories texturées sur le contexte et ouvre des possibilités de revitalisation de la théorie des organisations.Los estudios sobre la interfaz de la ética, el liderazgo y las organizaciones en el África subsahariana (ASS) siguen siendo escasos. Nos basamos en la literatura sobre el liderazgo en África para identificar tres corrientes de investigación (funcional, cultural y crítica) y utilizamos estas corrientes para dar sentido a la investigación sobre la ética, las organizaciones y el liderazgo en el ASS, así como para analizar las oportunidades de investigación. Proponemos cuatro enfoques interpretativos que permiten el avance de la investigación en el campo del liderazgo ético en el ASS. Una investigación más diversa sobre el ASS es importante porque permite el desarrollo de teorías texturizadas sobre el contexto y abre posibilidades para revitalizar la teoría de la organización

Ethical leadership: African lessons for international management

Scholarship on ethical leadership is vast. However, scholarship at the interface of ethics, leadership and organizations in Sub-Saharan Africa (SSA) is still scarce. We draw from literature about leadership in Africa to (a) identify three research streams (functional, cultural, and critical) and (b) use these streams to make sense of research on ethics, organizations and leadership in SSA, as well as to analyze opportunities for future research. We do so by proposing four interpretative modes or approaches that allow the advancement of research in the field of ethical leadership in SSA. We argue that more paradigmatically diverse research on SSA is extremely important as it can allow for the development of textured theories on the context as well as open possibilities for revitalizing organization theory. The study of leadership and ethics in SSA may be an interesting arena to explore a number of tensions and paradoxes that are pervasive in organization theory. If paradox theory is crystallizing prematurely around a number of tensions, the SSA context may contribute to the release of the study of paradox from the straightjacket of convergence and reveal a number of tensions permeating the practice of international management

Conveyed leader PsyCap predicting leader effectiveness through positive energizing

Whereas past research on psychological capital (PsyCap) has tended to focus on how one's self-attributed PsyCap affects one's work behaviors, we extend this literature by examining the concept of conveyed PsyCap and its downstream consequences, above and beyond the influence of self-attributed PsyCap. Drawing from the emotions-as-social-information model, we tested a model of conveyed leader PsyCap predicting leader effectiveness through team positive energizing. A laboratory experiment and a multisource study provided support for our hypotheses. We furthermore found that a leader's within-team consistency in conveyed PsyCap moderates these effects, such that leaders who are more consistent in conveyed PsyCap are rated by followers as better leaders, via the mediating effect of team positive energizing. A post hoc analysis further suggests that conveyed PsyCap is more consistent when conveyed PsyCap is congruent with self-attributed PsyCap. Our work contributes to a better understanding of the underlying mechanisms that make leaders with greater conveyed PsyCap more effective and advances the conceptualization and measurement of PsyCap.info:eu-repo/semantics/acceptedVersio

Innovation across cultures: connecting leadership, identification, and innovative behavior

Innovation is considered essential for today’s organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers’ innovative work behavior (FIB). Yet despite a large amount of research, three areas remain understudied: (a) the relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high vs. low on collectivism. Power distance did not influence the relations