Leading global teams |
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| Authors: | Lena Zander Audra I. Mockaitis Christina L. Butler |
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| Affiliation: | 1. Uppsala University, Box 513, 751 20 Uppsala, Sweden;2. Monash University, P.O. Box 197, Caulfield East Vic 3145, Australia;3. Kingston University, Kingston Hill, Kingston-upon-Thames, Surrey KT2 7LB, UK;1. Department of Business Administration, College of Business, Delaware State University, 1200 N. Dupont Highway, Dover, DE 19901, USA;2. Joe Rosenthal Excellence Professor of Information Systems and Operations Management and Director, McDowell Research Center for Global IT Management, Information Systems and Operations Management, Bryan School of Business and Economics, The University of North Carolina at Greensboro, Greensboro, NC 27402-6165, USA |
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| Abstract: | Global teams that are characterized by national, cultural and linguistic heterogeneity and operate in a globally dispersed virtual environment are becoming an established form of organizing work in multinational organizations. As global team leadership research is rather limited, we review the literature on leading multicultural and virtual teams in a global context, focusing on leadership competencies, styles, strategies and modes. We also examine the emergent concepts of biculturalism, global mindset and cultural intelligence with respect to team leaders. Our aim is to add to our knowledge of leading global teams, highlight recent trends and suggest directions for future research. Three themes for global team leadership emerged: leaders as boundary spanners, bridge makers and blenders; people-oriented leadership; and leveraging diversity. We discuss implications for research and practice. |
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