This book reports on a study that compared the responses of leaders from six European Union countries and the United Sates about their perceptions of the work-related values of effective leaders and team members. The results not only yield a profile of effective leadership for those working in cross-national teams in the European Union, they also provide a framework for thinking about how to develop effective cross-national alliances everywhere. The findings focus on comparisons and perceptions of effective leadership, effective leaders as team members, effective membership, and effective leadership when working across Europe. The similarities and difference among effective leaders are likewise detailed, along with leader-member differences and potential conflicts on cross-national teams. A striking consensus emerged on what will be required of leaders and members of cross-national teams, such as a balance of approachable, democratic, and moderately dominant leadership that blends stability with creativity. (RJM)

As organizations and leadership become more global, there are pressing needs for better developed conceptual models and definitions of what is meant by global leadership. Further, there is a need to integrate models and empirical evidence from multiple cultures and from non-Western authors. This series will be of value to: academics doing research and teaching on subjects related to leadership, international business, organizational behavior, and international management; practitioners and consultants who are managing global leadership development processes; and to individuals engaged in global leadership.

The Center for Creative Leadership (CCL) is the world's largest institution devoted exclusively to leadership research and education. For more than three decades, CCL has studied and trained hundreds of thousands of executives and worked with them to create practical models, tools, and publications for the development of effective leaders and leadership. This second edition of The Center for Creative Leadership Handbook of Leadership Development brings together the wealth of practical knowledge that CCL has gained from this experience. It explores the essence of leadership development, reveals how individuals can effectively enhance their leadership skills, and demonstrates what organizations can do to help build leaders and leadership capacity. The book also includes a companion CD-ROM that contains a library of classic CCL publications for practicing leaders.

Coaching is vital to developing talent in organizations, and it is an essential capability of effective leaders. The CCL Handbook of Coaching is based on a philosophy of leadership development that the Center for Creative Leadership has honed over thirty years with rigorous research and with long, rich experience in the practice of leadership coaching. The book uses a coaching framework to give a compass to leaders who are called to coach as a means of building sustainability and boosting performance in their organizations. The book explores the special considerations that leader coaches need to account for when coaching across differences and in special circumstances, describes advanced coaching techniques, and examines the systemic issues that arise when coaching moves from a one-to-one relationship to a developmental culture that embraces entire organizations.

Topics include such key leadership issues as risk taking, executive motivation, decision making, and corporate taboos, as well as general concerns such as father-son relationships, the perils of travel, intelligence testing, civic art, technology, health, cultural understanding, and, of course, creativity. In short, this collection records the wide-ranging interests of one of today’s premier figures in leadership research.

Leadership is a universal phenomenon that has been consistently identified as playing a critical role in the success or failure of organizations. This book begins with an overview of the history and evolution of leadership studies and traces some of the major “schools” of leadership studies that have attracted the interest of researchers since the 19th century. Also discussed are the various theories and models of leadership that have emerged over that period. The author introduces cross-cultural leadership studies and then discusses cross-cultural competencies of global leaders, which are the practical applications of the information available from the researchers to the day-to-day activities of leaders in business organizations around the world. Finally, the book assesses the research on cross-cultural leadership, culture, and leadership in developing countries.

Geographically dispersed teams are work groups with members separated by time and distance. Essential to the success of organizations in a global marketplace, these teams create unique challenges to effective task performance. This report summarizes what the important literature on GDTs has to say about how they should be formed, developed, and led. It is primarily for individuals charged with creating or leading GDTs, for designers who provide the technology for these teams, for trainers who are expected to help these teams develop and operate, and for organizational consultants called in to assist.

This guide provides over 300 pages of resources suggested by leadership educators in surveys, Center for Creative Leadership staff, and search of library resources. This eighth edition is half-new, including web sites and listserv discussion groups, and it places a stronger focus on meeting the needs of human resources professionals and corporate trainers. An annotated bibliography groups leadership materials in several broad categories: overview; in context; history, biography and literature; competencies; research, theories, and models; training and development; social, global, and diversity issues; team leadership; and organizational leadership (180 pages). Includes annotated lists of: journals and newsletters (9 pages); instruments (21 pages); exercises (41 pages); instrument and exercise vendors (5 pages); videos (29 pages); video distributors (4 pages); web sites (6 pages); organizations (21 pages); and conferences (9 pages). (Contains a 66-page index of all resources.) (TEJ)

Approaching issues from an evaluative perspective enables leadership development professionals to consider multiple perspectives and draw lessons as a natural part of the way work is done.

It is now widely recognized that countries around the world are becoming increasingly interconnected, and that both public and private organizations are of necessity becoming increasingly global. As political, legal, and economic barriers recede in this environment, cultural barriers emerge as a principal challenge to organizational survival and success. It is not yet clear whether these global realities will cause cultures to converge, harmonize, and seek common ground or to retrench, resist, and accentuate their differences. In either case, it is of paramount importance for both managers and organizational scholars to understand the cultural crosscurrents underlying these changes. With contributions from an international team of scholars, this book reviews, analyzes, and integrates available theory and research to give the best information possible concerning the role of culture and cultural differences in organizational dynamics.