International Leadership: Effecting Success Across Borders in a Boundaryless World (uniscope. Publikationen der SGO Stiftung)

This edited volume strives to support leaders in successfully leading their teams, projects and organizations across borders in an increasingly boundaryless world. From both an academic's and a practitioner’s perspective, the book focuses on international leaders and their potential to be or become enablers of international success, for and within their respective organizations. The authors are a curated selection of established experts, seasoned leaders, and new voices showcasing novel research, best practices, and business cases. The contributions are assigned to three sections, corresponding to the three core challenges of international leadership: Leading international organizations, leading international teams, and (self)leadership with intercultural excellence. An additional section is dedicated to case studies, exhibiting these challenges in practice. The Foundation of the Swiss Society for Organization and Management (SGO) as well as Innosuisse -- Swiss Innovation Agency supported the creation of this book. The Editors Prof. Dr. Ingo Stolz is Professor of International Leadership & Management at the Lucerne University of Applied Sciences and Arts (HSLU) in Lucerne, Switzerland. He is passionate about developing international leadership skills in current and future leaders and about sharing his professional and academic international career experiences in Belgium, China, France, Germany, Mexico, Russia, Switzerland, and the US. Sylvie Odenziel Scherrer (M.A., MScBA) is currently associated with the Lucerne University of Applied Sciences and Arts (HSLU) in Switzerland and is pursuing her PhD studies at the Centre for Family Entrepreneurship and Ownership at Jönköping University, Sweden. Inspired by her professional experience in multinational settings, she is dedicated to fostering inclusive and sustainable leadership in entrepreneurial organizations across the globe Preface Acknowledgments Contents Part I: Introduction 1: Preamble: Approach, Purpose, Structure, and Guiding Questions 2: International Leadership: Effecting Success across Borders in a Boundaryless World 2.1 Introduction 2.2 The Contexts of International Leadership 2.2.1 Leading across Borders in a Boundaryless World 2.2.2 The Mindset of a Human-Centered Appreciative Approach 2.2.3 Agency and Determination 2.2.4 Entrepreneurial Serendipity Rather than Strategic Rationality 2.3 The Scope of International Leadership 2.3.1 Leading International Organizations 2.3.2 Leading International Teams 2.3.3 (Self-)Leadership with Intercultural Excellence 2.4 International Leadership Traits, Competencies and Behaviors 2.4.1 International Leadership Traits 2.4.2 International Leadership Competencies 2.4.3 International Leadership Behaviors 2.5 International Leadership Futures 2.5.1 E-Leadership 2.5.2 Responsible Leadership 2.5.3 Deep Leadership Development 2.6 Conclusion References Part II: Leading International Organizations 3: Enacting Opportunities across Borders 3.1 Introduction 3.2 Literature Review 3.2.1 Internationalizing SMEs 3.2.2 The International Entrepreneurship Perspective 3.3 Methodology 3.3.1 Data Collection 3.3.2 Sampling 3.3.3 Data Analysis 3.4 Findings and Discussion 3.4.1 Part A: SME Entrepreneurs ́ Actions and Interactions in the Pursuit of International Opportunities 3.4.2 Part B: An SME Entrepreneur ́s Multiple Roles in the Pursuit of International Opportunities 3.5 Conclusion References 4: Early and Rapid or Late and Slow? 4.1 Introduction 4.2 Conceptual Background 4.2.1 Internationalization 4.2.2 Age at Internationalization 4.2.3 The Speed of Internationalization 4.3 Theory and Hypotheses 4.3.1 Age at Internationalization and Internationalization Speed 4.3.2 Age at Internationalization and International Learning Experiences 4.4 Methodology 4.4.1 Research Setting and Data 4.4.2 Measures 4.4.3 Control Variables 4.4.4 Methods of Analysis 4.5 Results 4.6 Discussion 4.6.1 Contributions to Theory 4.6.2 Contributions to Practice 4.6.3 Limitations and Suggestions for Future Research Appendix References 5: Cooperation With Distributors in Arabic-Speaking Countries 5.1 Introduction 5.1.1 Leadership in Distribution Channels 5.1.2 Online Survey and Personal Interviews 5.2 The Cooperation Process with Distributors in Practice 5.2.1 Selection of a Distributor 5.2.1.1 Case Study: Selection of the Distributor-Trafag AG 5.2.1.2 Survey Results: How to Select a Distributor 5.2.2 The Motivation of the Distributor to Proactively Sell the Products of the Exporting Company 5.2.2.1 Case Study: Motivation of the Distributor-Baswa AG 5.2.2.2 Survey Results: How to Motivate a Distributor 5.2.3 Long-Term Cooperation with the Distributor 5.2.3.1 Case Study: Cooperation with the Distributor-USM U. Schärer Söhne AG 5.2.3.2 Survey Results: How to Cooperate with a Distributor in the Long Term 5.2.3.3 Important Qualities of a Sales Manager Working with Distributors 5.3 Dealing with Cultural Differences 5.3.1 Case Study: Dealing with Cultural Differences-ABB 5.3.2 Cultural Differences Between the Arab World and Switzerland 5.3.2.1 Method of Classification: Arab Proverbs as Proxies 5.3.3 Four Major Challenges and how to Handle Them 5.3.4 Challenge 1: Relationships 5.3.4.1 Characteristics of the Cultural Dimension: Relationship 5.3.5 Challenge 2: Understanding of Time 5.3.5.1 Characteristics of the Cultural Dimension: Time 5.3.6 Challenge 3: Dealing with Criticism 5.3.6.1 Characteristics of the Cultural Dimension: Criticism 5.3.7 Challenge 4: Commitment to Keeping Promises 5.3.7.1 Characteristics of the Cultural Dimension: Commitment 5.4 Summary: Ten Golden Rules for Working with Distributors in Arabic-Speaking Countries References 6: The Curious Case of Leadership in International Branch Campuses in Higher Education 6.1 Introduction 6.2 Theoretical Framework and Literature Review 6.2.1 The Evolution of Leadership Theories 6.2.2 International Leadership 6.2.3 Higher Education Leadership 6.2.4 Intercultural Leadership 6.3 Research Methodology 6.3.1 Data Collection and Analysis 6.4 Findings 6.4.1 Possibilities and Tensions of Budget Change 6.4.2 Leadership in a Transitory International Environment 6.4.3 Transitory/Contract Faculty during Economic Change 6.5 Discussion: Internationalizing Leadership at IBCs 6.5.1 Modeling the Way 6.5.2 Inspiring a Shared Vision 6.5.3 Challenging the Process 6.5.4 Enabling Others to Act 6.5.5 Encouraging the Heart 6.6 Implications and Recommendations 6.7 Conclusion References 7: International Leadership and the Fight Against Corruption 7.1 Introduction 7.2 The Fight Against Corruption as a Leadership Task 7.2.1 Recent History and Principles of Leadership in the Fight Against Corruption 7.2.2 Ethical Leadership as a Prerequisite for Fighting Corruption 7.2.3 Limitations of Ethical Leadership in Fighting Corruption 7.3 Direct and Indirect Management Tools and the Fight Against Corruption 7.3.1 Direct Management Tools 7.3.1.1 Job Rotation and the Principle of Dual Control 7.3.1.2 Target Agreements and Performance Reviews 7.3.2 Indirect Management Instruments 7.3.2.1 Personnel Selection (Recruitment, Promotion) 7.3.2.2 Personnel Development and Training 7.3.2.3 Control and Incentive Systems 7.3.3 Limitations of Management Tools for Fighting Corruption 7.4 Organisational Culture 7.4.1 How International Leaders Should Perceive Organizational Culture 7.4.2 Importance of the Organisational Culture in the Fight Against Corruption 7.4.3 Shaping the Organisational Culture by the International Leaders 7.5 Conclusion References Part III: Leading International Teams 8: Intercultural Work Settings: Which Competences for Managers, Leaders, and Teams? 8.1 Introduction 8.2 Theoretical Approach to Intercultural Management and Competence 8.2.1 Management and Leadership 8.2.2 Intercultural Management: From Culture to Competence 8.2.2.1 Culture and Intercultural Communication 8.2.2.2 Research on Intercultural Management and Definitions 8.2.2.2.1 Research on Intercultural Management 8.2.2.2.2 Definitions of Intercultural Management 8.2.2.3 Individual and Collective Competences for Managers, Leaders, and Teams 8.3 Practical View of Intercultural Management: Insights from the Field 8.3.1 The Benefits of Positive Attitudes 8.3.2 Physical and Psychological Mobility 8.3.3 Arrangement of Time and Space for People to Meet 8.3.4 Climb and Sail ``Across the Globe ́ ́ 8.4 Intercultural Competence Development: Which Methods? 8.4.1 Some Paths for Action 8.4.2 The Culturoscope 8.4.3 ``Plastic Mediation ́ ́: A Method for Intercultural Coaching 8.4.4 Synthesis: Attempt at an Observation and Reflection Model 8.5 Conclusions References 9: Co-leading an International Collaborative Team: Relationships Matter 9.1 Background 9.2 Theoretical Framework and Literature Review 9.2.1 Intercultural Competencies 9.2.2 Impact of Short-Term Intercultural Experiences 9.2.3 Global Citizenship Competencies: Trust, Flexibility, and Dedicated Boundary Spanners 9.3 Research Methodology 9.3.1 The Process of Reflection: Appreciative Inquiry Framework 9.3.2 Limitations 9.4 Our Stories 9.4.1 Jillaine ́s Story 9.4.2 Mary ́s Story 9.4.3 Our Story, Mary ́s and Jillaine ́s Collaboration in the VILW 9.4.3.1 Aspirations and Expectations Through Relationship-Building 9.4.3.2 Honesty, Openness and Listening as Co-leaders of an International Collaboration 9.4.3.3 The Relationship Continues as Co-leaders and Collaborators 9.5 Implications and Discussion 9.5.1 Life Histories and Relational Dynamics in Collaborative Leadership: Trust in a Boundaryless World 9.5.2 Individual and Dialogical Reflection in Collaborative Co-leadership 9.5.3 Duoethnographic Research Methodology and International Collaborative Co-leadership 9.6 Conclusions References 10: An Exploration of Humanistic Leadership 10.1 Introduction 10.2 Singapore ́s Cultural Background and Economic Environment, Its Political and Educational System 10.3 Working with International Teams in a Globalised World 10.4 The Western Humanistic Approach to Leading Teams 10.5 The Chinese Approach to Leading Teams 10.6 Leadership Skills Required to Start Leading and Working with International Teams 10.7 Practical Examples of Successfully Leading International Teams 10.8 Analysis 10.8.1 Experiences and Reflections Made During Project Work with International Teams 10.8.2 Adjustments of the Leadership Principles That Proved Successful 10.9 Leadership Learnings 10.10 Challenges and Pitfalls to Avoid in Order to Be a Successful Leader 10.11 Virtually Leading International Cross-Border Project Teams 10.12 Singapore ́s Influence on the Author ́s Leadership Practices and How This Translates into Virtual Intercultural Project Wo... 10.13 Conclusion References 11: Developing Global Leadership in Africa 11.1 Introduction 11.2 Theoretical Framework 11.3 Methodology 11.4 Leadership Training Contextualisation 11.5 Evaluation: Reactions and Learning 11.6 Impact by Behaviour and Results 11.6.1 Impact 1: Managing Self: Change in Perspective on Leadership, Increased Confidence and Proactive Volunteering for Leade... 11.6.2 Impact 2: Managing Others: Increased Ability to Apply Desired Leadership Skills 11.6.3 Impact 3: Community: Broad-Reaching Impact on Organization and Students ́ Lives 11.6.4 From Fluttering Flag to Winner 11.7 Future Training and University Perspective 11.8 Discussion and Concluding Comments References 12: Emergent Leadership in Multicultural, Global, and Virtual Teams 12.1 Introduction 12.2 Literature Review 12.3 Methodology 12.4 Findings 12.4.1 Challenges of Team Reluctancy, Individual Responsibility, and Leaders ́ Inactivity Calling for Potential Leaders ́ Attent... 12.4.2 Triggers Pushing Potential Leaders to Action: Worries of Collective Failure 12.4.3 Ice-Breaking and Acting to Contribute and Save the Situation 12.4.4 Group and Individual Resistance to Co-leadership Initiatives 12.4.5 Strategies Against Resistance and Challenges from Team Members 12.4.6 Emergent Leaders ́ Behavioral Response, Character, and Attitudes 12.4.7 Self-Discovery, Leadership Development, and Pride in the Outcomes of Leadership Initiatives 12.5 Conclusion, Discussion, Contributions, and Suggestions for Future Research References Part IV: Leading with Intercultural and Intrapersonal Excellence 13: Effective Leadership across Cultures 13.1 Introduction 13.2 Theoretical Frameworks 13.2.1 Leadership Development 13.2.2 Intercultural Competence Development and Maintenance 13.2.3 Synthesizing Leadership with Intercultural Models 13.3 Leading with Intercultural Excellence 13.3.1 Negotiating ``Third Culture ́ ́ Spaces with Inclusive Norms 13.3.2 Making Intercultural Competency Development a Priority for Professional Development 13.3.3 Practicing Self-Care to Maintain Emotional Resilience 13.3.4 Inspiring Trust and Motivating Followership 13.4 Conclusion References 14: The Emergence of Chinese Global Executives 14.1 Introduction 14.2 Literature Review 14.2.1 Traits Theory 14.2.2 Skills Approach 14.2.3 Intercultural Leadership 14.3 Research Propositions and Framework 14.4 Research Method 14.5 Field Study and Discussion 14.5.1 Case 1: Managing Director of a Swiss Company ́s Subsidiary in China-Finding the Right Balance 14.5.2 Case 2: CEO of a High-Tech Swiss Company-The Making of a Successful Start-Up 14.5.3 Case 3: General Manager of a Multinational ́s Subsidiary in China-Being Ready for Adaptation 14.6 Discussion and Concluding Remarks References 15: ``A Corporate ́s Character Is its Fate ́ ́ 15.1 Introduction 15.2 Some Background to the Debate on Character and Leadership 15.3 The Development Aspect of Character 15.4 Understanding the Meaning of Individual and Corporate Character 15.5 Governance, Culture and Corporate Character 15.6 Character, Leadership and Ethical Conduct 15.7 Individual and Corporate Character in a Globalized, Multicultural World References 16: ``Worthy of Trust ́ ́: What a Leader Should Do in Order to be Considered a Trusted Leader 16.1 Introduction 16.2 Constituents of Trustworthiness 16.3 Diversity and Trust-Building 16.4 The Emphasis on Moral and Relational Traits 16.5 Our Interview Setting 16.6 Take-Away Points 16.6.1 No Trust, no Real Motivation for Collaborations 16.6.2 To Gain Trust, you Have to Give Trust (to the Right Person) 16.6.3 Trusted Leaders Have Self-Awareness of their Strengths and Weaknesses and Continuously Improve Themselves Box 16.1 How to Deal with the Competency Gap? 16.6.4 Trusted Leaders Have Not Only an Intelligence Quotient, but also a Moral Quotient and an Emotional Quotient 16.6.5 Consistency Counts 16.7 Conclusion References Part V: International Leadership Case Studies 17: SME Internationalization: Exploration of Unknown Territories by Strategically Seizing Serendipity 17.1 Entrepreneurship: Seize Opportunities and Gain Experience 17.2 Internationalization: A Matter of Strategy 17.3 Internationalization: Just another Business Opportunity the Entrepreneur Seizes Upon? 17.4 A Strategic Approach Finds its Way into the Organizational Development of ``NatureYou ́ ́ 17.5 The Outsider ́s Perspective: Establishing a Systematic SME Development Process 17.6 Strategic Internationalization Paths and Defining Target Markets 17.7 Internationalization: A Social Network Constructivism Task 17.8 Internationalization by Leveraging Trusted Networks 17.9 SME Internationalization Based on Personal Relationships and ``A Gut Feeling ́ ́ 17.10 Many Roads Lead to Rome, but which One Is the Most Effective and Efficient? 18: From Zero to Sales 18.1 A New Customer in Australia 18.2 Back to Reality 18.3 Navigating the Board Meeting 18.4 Crunching the Numbers 18.5 Not Just Any SWOT 18.6 Pondering Strategic Options 18.7 Taking Tangible Action 19: Leading Leadership Development 19.1 A Blow to the Core 19.2 The Next Generation Scientist Program (NGS) 19.3 A Unique Implementation Program to Support Diversity and Inclusion (D&I) 19.4 Leveraging Opportunities for Establishing the NGS Program 19.5 Crisis Intervention 19.6 Capacity Development Programs and the Risk of a ``Brain Drain ́ ́ 19.7 Success Does Not Ensure Longevity References 20: Building a Healthy Organization 20.1 Joining a Failing Organization 20.2 Tough Decisions in a Time When Giving Up Was No Option 20.3 Getting Back on Track or Not? 20.4 Regaining Control and Legitimacy 20.5 Stepping Up? Leading in the Background 20.6 Further Consolidating the Value Streams 20.7 Broadening Horizons 20.8 Finding One ́s Own Approach 20.9 Tackling Issues Set Aside During the Crisis 20.10 Fighting for Recognition and Jumping on Opportunities This edited volume strives to support leaders in successfully leading their teams, projects and organizations across borders in an increasingly boundaryless world. From both an academic's and a practitioner’s perspective, the book focuses on international leaders and their potential to be or become enablers of international success, for and within their respective organizations. The authors are a curated selection of established experts, seasoned leaders, and new voices showcasing novel research, best practices, and business cases. The contributions are assigned to three sections, corresponding to the three core challenges of international leadership: Leading international organizations, leading international teams, and (self)leadership with intercultural excellence. An additional section is dedicated to case studies, exhibiting these challenges in practice. The Foundation of the Swiss Society for Organization and Management (SGO) as well as Innosuisse -- Swiss Innovation Agency supported the creation of this book. The Editors Prof. Dr. Ingo Stolz is Professor of International Leadership & Management at the Lucerne University of Applied Sciences and Arts (HSLU) in Lucerne, Switzerland. He is passionate about developing international leadership skills in current and future leaders and about sharing his professional and academic international career experiences in Belgium, China, France, Germany, Mexico, Russia, Switzerland, and the US. Sylvie Odenziel Scherrer (M.A., MScBA) is currently associated with the Lucerne University of Applied Sciences and Arts (HSLU) in Switzerland and is pursuing her PhD studies at the Centre for Family Entrepreneurship and Ownership at Jönköping University, Sweden. Inspired by her professional experience in multinational settings, she is dedicated to fostering inclusive and sustainable leadership in entrepreneurial organizations across the globe