Global Leadership A Transnational Perspective

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.

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.