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International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
Module 11: Global Leadership Issues and Practices
Use this Instructor Guide to incorporate the unique content of this product and facilitate your
Face-to-Face, Online, and Hybrid classes. This guide has been designed to be interactive and links
have been created within each title in the Table of Contents to guide you to each section. You
can also link back to the main page by clicking at the button at the bottom of each page.
Here is the Table of Contents highlighting what you’ll be able to find to support you in teaching
this module:
YOUR CONTENT
Summary
Learning Objectives
Key Terms & Key Terms with Definitions
Content Outline
CONNECT TOOLS FOR CLASS PREPARATION
SmartBook
What is SmartBook?
How Does SmartBook Help You/Students?
How to assign SmartBook to ensure students come to class prepared?
ENGAGEMENT & APPLICATION (FACE TO FACE & ONLINE & HYBRID)
BOXED TEXT DISCUSSION QUESTIONS WITH SUGGESTED ANSWERS
IB IN PRACTICE: Volunteer Assignments Build Global Leadership Skills
GLOBAL DEBATE: Are Global Leadership Positions What Corporations and
Women Have Been Waiting For?
GET THAT JOB! FROM BACKPACK TO BRIEFCASE: Chad Henry: Developing Global
Leadership Skills and Experience, Beginning with an Internship in Croatia
Critical Thinking Questions
Global Edge Research Task
MiniCase: Justin Marshall—A Failed Global Leadership Opportunity?
Bonus Activities (additional resources not in the text)
Video Suggestions
Team Exercises
Supplemental Lecture
Tools & Tricks
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
Controversial Issues
Teaching Suggestions
CONNECT TOOLS FOR A SSESSEMENT OF LEARNING
Interactive Applications
Assigning Interactives
Time-Saving Hints:
Connect Content Matrix
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
YOUR CONTENT
SUMMARY
International companies require a new type of leader in order to compete successfully in a
complex and dynamic global environment. These global leaders need to not only be proficient in
terms of their business acumen, but to also evidence an array of additional skills. They must be
able to envision the nature and direction of change that is occurring within and across markets
of the world and the implications of these changes for the company’s strategy. They must
evidence cultural understanding and adaptability, rather than being constrained by experiences
only within their home country and culture. They must be able to understand, work with, and
inspire individuals from a range of nations and cultures to create new technologies, businesses,
and organizations.
This module examines what a global mind-set entails and then discusses what global leadership
is, how it differs from domestic leadership, and why global leadership matters. The challenges of
finding global leaders with the appropriate set of skills is addressed, as well as what
competencies are required for effective global leadership. The module addresses the selection
and development of effective global leaders, including how competencies are assessed, models
for developing global leaders, and a discussion of how global leadership competencies are
developed. The module also examines issues associated with leading global teams, including
how global teams differ from traditional teams and the implications of these differences. We
also discuss the management of performance in global teams, and some of the opportunities
and challenges associated with leading global change.
LEARNING OBJECTIVES
LO 11-1 Discuss the importance of creating a company “global mind-set.”
LO 11-2 Describe what distinguishes the practice of global leadership from domestic leadership.
LO 11-3 Identify the competencies required for effective global leadership.
LO 11-4 Distinguish among the approaches for selecting and developing effective global leaders.
LO 11-5 Describe global team leadership skills.
LO 11-6 Identify some of the challenges of leading global change.
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
KEY TERMS AND DEFINITIONS
Global mind-set (p. 284)
A set of ideas and attitudes that combines an openness to and an
awareness of diversity across markets and cultures with a propensity
and ability to synthesize across this diversity.
Global team (p. 296)
A team characterized by a high level of diversity, geographic
dispersion, and virtual rather than face-to-face interaction.
Leadership (p. 285)
The behaviors and processes required for organizing a group of
people in order to achieve a common purpose or goal.
Social loafing (p. 299)
Tendency of some people to put forth less effort when they are
members of a group.
Team norms (p. 296)
Legitimate, shared standards against which the appropriateness of
behavior can be evaluated.
CONTENT OUTLINE
The following section provides the flow of information using the LEARNING OBJECTIVES as a
guide, KEY TERMS learners will need to take away from the course and a notation of when to use
POWERPOINT SLIDES with LECTURE NOTES to drive home teaching points.
LO 11-1
Discuss the importance of creating a company “global mind-
set”
• Introduction
• The Global Mind-set
Key Terms:
• Global mind-set
Lecture Outline and Notes:
I. Introduction
A. Lindsay Levin’s Quest for International Leaders, in the opening vignette, discusses one
person’s quest to determine what it means to be a responsible business in a shared and
increasingly complex, ambiguous and interconnected world, and the implications for
effective management
1. Most organizations do not have the leaders they need for such challenges
2. A key requirement for such leaders is a global mind-set
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
B. The Global Mind-Set
1. intellectual intelligence, including business acumen
2. global emotional intelligence, including self-awareness, cross-cultural understanding,
cultural adjustment, and cross-cultural effectiveness
3. developing a cadre of managers and a company culture that embrace a global mind-
set is a key challenge for global leaders
LO 11-2
Describe what distinguishes the practice of global
leadership from domestic leadership
I. Global Leadership: What It Is and Why It Matters
A. How Global Leadership Differs from Domestic
Leadership
B. The Challenge of Finding Global Leaders with the
“Right Stuff”
Key Terms:leadership
Lecture Outline and Notes:
I. Global Leadership: What It Is and Why It Matters
A. Leadership is not the same a management, though they overlap
1. Warren Bennis distinguished between leaders and managers.
a. The leader innovates; the manager administrates
b. The leader develops; the manager maintains
c. The leader challenges the status quo; the manager accepts it
d. The leader has a long-range perspective; the manager has a short-term perspective
e. The leader asks “what?” and “why?”; the manager asks “how?” and “when?”
f. The leader originates; the manager imitates
g. The leader inspires; the manager controls
B. How global leadership differs from domestic leadership
1. Four dimensions of complexity: multiplicity, ambiguity, interdependence and
flux/dynamism
2. Globalization increases both internal and external complexities
3. Project GLOBE found that people in different nations had some similar and many
dissimilar understandings of the traits of leaders; the largest number of leadership
traits were contingent on cultural context (see Table 11.1 for a summary)
4. Global leadership is the same but different in kind from domestic leadership
C. The Challenge of finding global leaders with the “right stuff”
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
1. Globalization not only creates many new business opportunities, it also creates
opportunities for a new breed of leaders who can operate in an increasingly globalized
world
2. In addition to proficiency in business, they must have cultural understanding and
adaptability and be able to work with and inspire individuals from a range of nations
and cultures
3. Such leaders can come from anywhere in the world
LO 11-3
Identify the competencies required for effective global
leadership
• What Competencies are Required for Effective Global
Leadership?
Key Terms:
•
Lecture Outline and Notes:
I. What Competencies Are Required for Effective Global Leadership
A. Asperian Global identified 5 abilities for a successful global leadership assignment
1. See differences
2. Make connections
3. Adjust
4. Integrate and lead change
5. localize
B. Mintzberg and others identified a range of roles for a global leader, including monitor,
spokesperson, liaison, leader, negotiator, innovator, decision maker, and change agent
C. Scholars at the Center for Creative Leadership suggest global leaders are more challenged in
the areas of emotional stability, ability to learn, and decision-making and negotiating roles
than are domestic leaders, due to the impact of cultural differences.
D. Project GLOBE researchers concluded that a global mind-set, cultural adaptability and
flexibility, and tolerance for ambiguity are attributes global leaders need in order to be
effective
E. Alan Bird identified 3 categories of competencies of global leaders (see Table 11.2):
1. Those needed to manage the business
2. Those needed to manage people and relationships
3. Those needed to manage the self.
F. The five-level Pyramid Model of Global Leadership (Figure 11.2) identifies a progression of
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
skills required for effective global leadership
a. Bottom level is a baseline of necessary global knowledge
b. Next level includes four threshold traits: humility, integrity, inquisitiveness,
resilience
c. Level 3 includes attitudes and orientations affecting the way global leaders
perceive and interpret their world
d. The fourth level includes interpersonal skills that enable global leaders to
effectively cross cultures
e. Level 5 includes system skills that enable global leaders to effectively influence
people and systems inside and outside the company
LO 11-4
Distinguish among the approaches for selecting and
developing effective global leaders
• Selecting and Developing Effective Global Leaders
o Assessing Global Leadership Competencies
o Models for developing global leaders
o The global leadership expertise
development (GLED) model
o The “Right Stuff” model
• Tools and techniques for developing global
leadership skills
Key Terms:
Lecture Outline and Notes:
I. Selecting and Developing Effective Global Leaders
A. Assessing global leadership competencies
1. Many assessment instruments have been developed.
2. Choice of instrument depends on context
B. Models for developing global leaders
1. The Global Leadership Expertise Development (GLED) Model (Figure 11.3)
i. emphasis on process by which expertise developed
2. The “Right Stuff” Model (Figure 11.4)
ii. match between leader's skills and abilities and the firm's needs
C. Tools and techniques for developing global leadership skills
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
1. Non-linear process comprised of diverse experiences
2. Skills necessary to deal effectively with the complex, ambiguous, high-level challenges
3. The goal of the leadership development process is to develop global leadership skills
experientially through transformational experiences
LO 11-5
Describe global team leadership skills
• Leading global teams
o Leading teams
o Complexity for teams in the global context
o Global team leadership and culture
o Virtual and geographically dispersed teams
o Performance management in global teams
Key Terms:
o Global team
o Team norms
o Social loafing
Lecture Outline and Notes:
I. Leading Global Teams
A. Leading global teams is a complex activity
1. high level of diversity
2. geographic dispersion
3. virtual environment
4. differences from traditional teams (see Table 11.3)
B. Leading teams includes three main activities
1. Establishing the team
2. Coaching team members
3. Setting team norms
C. Complexity for teams in the global context
1. increased multiplicity
2. increased ambiguity
3. increased interdependence
D. Global team membership and culture
1. Global team leaders must manage basic conditions of team performance –
organization, social processes, and task processes – as well as issues accompanying the
international context
2. Cultures influence how people think about defining and managing roles and identifying
acceptable communication and conflict resolution norms
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
3. Global teams must explicitly address their communication and conflict norms
4. One way to understand the various cultures of team members is to use the map-
bridge-integrate (MBI) model
a. Mapping lets team members discuss their differences and similarities
b. Bridging allows team members to communicate about the differences and
establish how they will work with one another and includes decentering and
avoiding blame
c. Integration is the process of managing the various differences so team members
begin to understand the expectations and assumptions of their peers, as well as
their backgrounds and skills
E. Virtual and geographically dispersed teams
1. communication through technology
2. value of including face to face communication on regular basis
F. Performance management in global teams
1. failures linked to ineffective reward and recognition strategies
2. team-based rewards can encourage social loafing
3. Five areas to consider when establishing a balance of team and individual rewards
a. The nature of the task
b. Stability of team membership
c. National cultures of team members
d. Labor laws affecting employee compensation
e. Available reward options
LO 11-6
Identify some of the challenges of leading global change
• Leading global change
o Change models
o Change and culture
Key Terms:
o
Lecture Outline and Notes:
I. Leading Global Change
A. Change models
1. Kurt Lewin model: unfreeze, change, refreeze.
2. John Kotter’s 8-step model
3. Change is not an orderly, sequential process, because it rests on human behavior.
International Business
Geringer, McNett, Minor, Ball
Instructor Guide to Module 11
B. Change and culture
1. Attitude toward change is influenced by culture
2. Driving change requires ability to communicate across cultural borders
