Global team effectiveness: Evaluating the role of transformational leadership and global mindset in geographically dispersed business teams.

Format:

Book

Thesis/Dissertation

Author/Creator:

Gagnon, Jean-Pierre.

Contributor:

McKee, Annie, committee member.

Ryan, Joe, committee member.

Javidan, Mansour, committee member.

May, Henry, committee member.

Supovitz, Jonathan A., advisor.

University of Pennsylvania. Work-Based Learning Leadership.

Language:

English

Subjects (All):

Marketing.

Business.

0310.

0338.

Penn dissertations--Work-Based Learning Leadership.

Work-Based Learning Leadership--Penn dissertations.

Local Subjects:

Penn dissertations--Work-Based Learning Leadership.

Work-Based Learning Leadership--Penn dissertations.

0310.

0338.

Physical Description:

230 pages

Contained In:

Dissertation Abstracts International 74-12A(E).

System Details:

Mode of access: World Wide Web.

text file

Summary:

Companies today are facing an increasingly challenging and more complex business environment, a shortage of global leaders, and mounting evidence that a significant number (between 30-60%) of these leaders fail to meet their organizational and business objectives. In order to address both the shortage of leaders and their personal effectiveness, organizational research during the last few decades has focused on transformational/charismatic leadership and global mindset (a form of cultural intelligence). However, to date, there is still very limited empirical evidence that substantiates the underlying influencing processes of transformational/charismatic leadership associated with global mindset and their combined impact in terms of team effectiveness and performance in the context of geographically-dispersed matrix business teams. An existing body of research in the area of leadership has examined the influence and the performance impact of transformational forms of leadership on employees' motivation, attitudes, and behaviors. However, new organizational realities, such as globalization, increased cultural diversity, and an explosion of new matrix/virtual team models, are challenging the assumptions behind this research. Drawing on the intersections between leadership research and global mindset, and using regression and structural equations to model survey data from 257 business leaders located in over 33 countries, this study presents findings that support the role of transformational leadership associated with global mindset acumen as a significant predictor of individuals' commitment, cohesion, trust, and innovation leading to significantly better team effectiveness. Correlations between global mindset, transformational leadership, and team effectiveness were positive and significant, with effects of global mindset on team effectiveness operating mostly indirectly through transformational leadership. Further, contrary to current beliefs and assumptions, the positive relationships between transformational leadership and global mindset were found to be as important and impactful regardless of the team being local (domestic) or global (geographically dispersed). Finally, these relationships were significant regardless of gender, age, location, education, cultural background, or experience. Implications for practitioners in terms of assessment, selection, talent management, and development and future research are discussed.

Notes:

Thesis (Ed.D. in Education) -- University of Pennsylvania, 2013.

Source: Dissertation Abstracts International, Volume: 74-12(E), Section: A.

Adviser: Jonathan A. Supovitz.

Local Notes:

School code: 0175.

ISBN:

9781303332845

Access Restriction:

Restricted for use by site license.