DEVELOPING GLOBAL LEADERS IN DENMARK VIA ACADEMIC-PRACTITIONER COLLABORATION: LESSONS FOR EDUCATORS AND CONSULTANTS

Rikke Kristine Nielsen, Danielle Bjerre Lyndgaard

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

3 Citationer (Scopus)

Abstract

This chapter reflects on the challenges of connecting global leadership practice and theory through an academia-practitioner research project focused on global/international managers in Danish businesses in and outside Denmark. Based on research and dissemination activities conducted (in part by the authors) as part of the project and the associated cocreative forum, Global Leadership Academy (GLA), four learning points for global leadership development practice will be presented. Considerations for engaging global managers, particularly from small and medium-sized enterprises (SMEs), are discussed and implications for educational practice are provided. Specifically, issues concerning the challenges of self-identification of global managers, differentiation of types of global leadership roles and the contextualization of global leadership are discussed. This chapter is targeted toward faculty, consultants, trainers, and program designers (full-time or postexperience learning) seeking to design, recruit participants, and foster a meaningful global leadership learning experience for postexperience learners and global practitioners.

OriginalsprogEngelsk
TidsskriftAdvances in Global Leadership/e-journal
Vol/bind15
Sider (fra-til)259-272
Antal sider14
ISSN1535-1203
DOI
StatusUdgivet - 6 mar. 2023

Bibliografisk note

Funding Information:
GLA was designed to create knowledge to assist this group in their global and international dealings. GLA was a joint research and development collaboration between the Danish Confederation of Industry, Copenhagen Business School, and internationally operating Danish companies and organizations with the goal of identifying global leadership competences for the future. GLA was partly funded by The Danish Industry Foundation, a foundation that places a premium on the knowledge actionability and industry-academia collaboration. The aim of the collaboration was to explore and develop critical global leadership competences. The vision was to develop organizations and managers who can act successfully and effectively in the global value chain taking our point of departure in the following definition of global leadership (echoing the understanding of global leadership used by the Advances in Global Leadership, cf. AGL Vol. 15, Call for Submissions): “a process of influencing the thoughts, attitudes, and behaviors of a global community to work together synergistically toward a common vision and common goals” (Osland et al., 2006, p. 204). In effect, global leaders are “individuals who effect significant positive change in organizations by building communities through the development of trust and the arrangement of organizational structures and processes in a context involving multiple cross-boundary stakeholders, multiple sources of external cross-boundary authority, and multiple cultures under conditions of temporal, geographical and cultural complexity” (Mendenhall, 2013, p. 2).

Publisher Copyright:
© 2023 by Emerald Publishing Limited.

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