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Contextualizing leadership: a typology of global leadership roles

Author

Listed:
  • B. Sebastian Reiche

    (IESE Business School)

  • Allan Bird

    (D’Amore-McKim School of Business, Northeastern University)

  • Mark E. Mendenhall

    (University of Tennessee)

  • Joyce S. Osland

    (San José State University)

Abstract

While the global leadership literature has grown rapidly over recent years, the context in which global leadership occurs remains ill-defined and under-conceptualized. This lack of contextualization risks equating global leadership roles that are qualitatively very different and prevents sufficient clarity for empirical sampling. To foster more cohesive theoretical and empirical work, we develop a typology of global leadership roles that considers context as a critical contingency factor. Drawing on role and complexity leadership theories, we propose four ideal–typical global leadership roles (incremental, operational, connective, and integrative global leadership) that differ in their (1) task complexity – characterizing the variety and flux within the task context, and (2) relationship complexity – reflecting the boundaries and interdependencies within the relationship context. We further delineate how these contextual demands relate to specific sets of behaviors and actions that allow global leaders to fulfill the requirements of their corresponding ideal–typical global leadership roles. Our article concludes with a discussion of implications the typology presents for global leadership research and practice, contextualization of the leadership construct more broadly, and the field of international business.

Suggested Citation

  • B. Sebastian Reiche & Allan Bird & Mark E. Mendenhall & Joyce S. Osland, 2017. "Contextualizing leadership: a typology of global leadership roles," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 48(5), pages 552-572, July.
    • Handle: RePEc:pal:jintbs:v:48:y:2017:i:5:d:10.1057_s41267-016-0030-3
    DOI: 10.1057/s41267-016-0030-3
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    References listed on IDEAS

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    2. Lacoste, Sylvie & Zidani, Kenza & Cuevas, Javier Marcos, 2022. "Lateral collaboration and boundary-spanning from a global leadership perspective: The case of global account managers," Journal of World Business, Elsevier, vol. 57(3).
    3. Dimitrios Georgakakis & Mads E. Wedell-Wedellsborg & Tommaso Vallone & Peder Greve, 2023. "Strategic leaders in multinational enterprises: A role-specific microfoundational view and research agenda," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 54(3), pages 514-537, April.
    4. Matthew M. C. Allen & Geoffrey Wood & Mehmet Demirbag, 2022. "Developing theoretically informed typologies in international business: Why we need them, and how to do it," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 53(9), pages 2133-2146, December.
    5. Prabhashini Wijewantha, 2018. "Developing the corporate global leadership bench strength through transformational leaders," Asian Journal of Empirical Research, Asian Economic and Social Society, vol. 8(12), pages 453-467, December.
    6. Fabian Jintae Froese & Sebastian Stoermer & B Sebastian Reiche & Sebastian Klar, 2021. "Best of both worlds: How embeddedness fit in the host unit and the headquarters improve repatriate knowledge transfer," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(7), pages 1331-1349, September.
    7. Günter K Stahl & Martha L Maznevski, 2021. "Unraveling the effects of cultural diversity in teams: A retrospective of research on multicultural work groups and an agenda for future research," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(1), pages 4-22, February.
    8. Corner, A.J. & Liu, Leigh Anne & Bird, Allan, 2021. "Intercultural competencies for emerging markets: A contextualized approach," International Business Review, Elsevier, vol. 30(3).
    9. Mansour Javidan & David A. Waldman & Danni Wang, 2021. "How Life Experiences and Cultural Context Matter: A Multilevel Framework of Global Leader Effectiveness," Journal of Management Studies, Wiley Blackwell, vol. 58(5), pages 1331-1362, July.
    10. B. Sebastian Reiche, 2021. "Research handbook of global leadership: Making a difference," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(7), pages 1425-1428, September.
    11. Alexandre Bohas & Michael J. Morley & Aseem Kinra, 2021. "Perlmutter revisited: Revealing the anomic mindset," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(9), pages 1695-1723, December.
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    13. Szymanski, Mike & Fitzsimmons, Stacey R. & Danis, Wade M., 2019. "Multicultural managers and competitive advantage: Evidence from elite football teams," International Business Review, Elsevier, vol. 28(2), pages 305-315.

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