The clash of cultures, coupled with rapid technological advances, seems to be pushing us in paradoxical directions. On the one hand, the world seems to be falling apart; while on the other, the world seems to be converging. Do we have thoughtful leaders to guide us through these uncertain times? As globalization breaks down barriers, global leaders are becoming more visible players on the world stage. From executives of multinational corporations (e.g., high-tech entrepreneurs in Silicon Valley) to social activists (e.g., Malala Yousafzai), individuals from many different cultural backgrounds and ages are reshaping the way we see global leadership. These global leaders have to contend with a variety of transnational contexts that call for different leadership styles. This book assesses four of these styles – transactional, participatory, transformational, and directive – with representative case studies for each. It provides practical skills that global leaders must master in order to be more effective at the transnational level – cultivating a global mindset; developing intercultural communication; leveraging diversity and inclusion; and managing intercultural conflict.
Global Leadership is valuable reading for educators in undergraduate and graduate leadership programs; practitioners involved in global for-profit and nonprofit organizations; and leadership educators interested in exploring the impact of technology on global leadership. It provides an excellent balance between the study and practice of global leadership.
Table of Contents
Part I – Framing Global Leadership
Chapter 1. The Study and Practice of Global Leadership
Chapter 2. Defining Global Leadership
Chapter 3. Leadership in the New Global Context
Part II – Global Leadership in Action
Chapter 4. Leading in a Non-Crisis Context: Transactional Global Leadership
Chapter 5. Leading in a Non-Crisis Context: Participative Global Leadership
Chapter 6. Leading Change: Transformational Global Leadership
Chapter 7. Leading in a Crisis Context: Directive Global Leadership
Part III – Competencies of a Global Leader
Chapter 8. Cultivating a Global Mindset
Chapter 9. Developing Intercultural Communication
Chapter 10. Leveraging Diversity and Inclusion
Chapter 11. Managing Intercultural Conflict
Chapter 12. Leading in the New Millennium
Gama Perruci is the Dean of the McDonough Center for Leadership and Business and McCoy Professor of Leadership Studies at Marietta College in Ohio. He also serves as a session facilitator for the Rockefeller Global Leadership Program (RGLP) and the Management and Leadership Development Program (MLDP) at Dartmouth College’s Rockefeller Center for Public Policy. He is the author of Understanding Leadership: An Arts and Humanities Perspective (Routledge, 2015; co-authored with Robert McManus) and Teaching Leadership: Bridging Theory and Practice (2018; co-authored with Sadhana Hall). Perruci also serves as a consultant for the New York Times, focusing on the newspaper’s educational programming for leadership students. In that role, he writes a weekly column ("Connecting Theory to Practice") for The New York Times in Education website (nytimesineducation.com). He is the Past Chair of the International Leadership Association, Inc. (ILA) Board of Directors – a global nonprofit organization focused on the study and practice of leadership. Perruci served as a member of Harvard’s National Selection Committee (America’s Best Leaders Project) convened by the Kennedy School’s Center for Public Leadership in collaboration with the weekly magazine, U.S. News & World Report. He also served as a member of the Ronald Reagan Presidential Library’s Academic Advisory Council. Perruci has a Ph.D. in political science from the University of Florida and a master’s in international journalism (M.I.J.) from Baylor University in Texas.
Featured Author Profiles
With organizations increasingly global in purpose, scope, and ownership, leaders are of necessity learning to operate across great cultural and market divides. Raised in one tradition but now required to work in many, company managers, movement activists, and public officials are wise to read Gama Perruci’s Global Leadership: A Transnational Perspective, a powerful playbook for leveraging diversity and leading everywhere.
Michael Useem, management professor and director of the Leadership Center at the Wharton School of the University of Pennsylvania, and co-author of Mastering Catastrophic Risk.
This remarkable book brings us to the cutting edge of the polymorphous study of leadership. It presents a research-based typology for understanding the nuances of leading in a global context. Transnational problems like poverty, pollution, migration, pandemics and rogue leaders can no longer be solved locally. They call for an enlarged concept of global leadership and this book offers it, by expanding our views as well as challenging received ideas. This is a book for everyone interested in leadership in the new world.
Georgia Sorenson, Ph.D., Churchill College, Cambridge University
Global Leadership solves the riddle for how to think about leading today with a global mindset. Perruci is one of the few theorists whose life experience and expertise offers the credibility to take on one of the most complicated and needed topics in leadership studies. From now on, when I am asked "so what do we know about global leadership?" I will recommend this book.
Adam Goodman, Center for Leadership & McCormick School of Engineering, Northwestern University
The dominant models and theories of the past aren't working in our increasingly globalized world. In Global Leadership, Perruci presents a timely and powerful message for all who study, develop and practice leadership. The practical, cultural and ethical lenses offered by Global Leadership will help leaders sense and act in response to rapidly shifting perspectives, emergent systems and ever-changing needs and challenges.
Stephen Trainor, The Google School for Leaders