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Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are currently lacking, so a theory-based approach to global leader development is needed. A critical intermediary outcome that enables competent global leadership performance is global leader self-complexity, defined by the number of unique leader identities contained within a leader's self-concept (self-differentiation) and the extent to which the identities are integrated with the leader's sense of self (self-integration). This research aims to generate and test a theory of the development of global leader self-complexity through identity construction during international experiences. In Study 1, I gathered qualitative data through retrospectively interviewing 27 global leaders about identity-related changes following their international experiences. Using a grounded theory approach, I developed a theoretical model of global leader identity construction during international experiences, which I empirically tested using quantitative data in Study 2. Specifically, I tested the hypothesized relationships through structural equation modeling with cross-sectional survey data from a sample of 610 global leaders. Findings from both studies indicate global leader identity construction during international experiences primarily occurs through interacting with locals and local culture over a sustained period, motivated by appreciation of cultural differences and resulting in increased global leader self-complexity. These results advance understanding of the global leader self-complexity construct (i.e., what develops) and global leader development processes (i.e., how it develops). Additionally, the findings have practical implications for global leader development initiatives.

This chapter examines the benefits of being sustainable for a company’s business operations and its corporate brand. In the current business world, companies are required to act in a way that will not harm the environment in which they operate, both from a social and economic, as well as ecological, perspective. Being sustainable is, thus, an essential aspect for developing a positive brand image. The chapter overviews various theoretical stances on the issue of sustainability, as well as highlights the importance of applying sustainable thinking in a company’s business strategy and communicating sustainability-driven practices for development of a sustainable brand. By providing results from an interview with Gaia, the largest consultancy for sustainable business in Finland, the chapter offers several practical insights concerning the advantages of acting in a sustainable manner for both business operations, in general, and branding, in particular.

This chapter examines the complexity of global leaders themselves. As global leadership research has begun to move beyond a limiting overemphasis on skills and competencies, we merge one focus on the deep structure of leader cognition with a focus on cultural identity that has matured largely independently. In so doing, we seek to push the field toward answering the broader question of what makes a global leader sufficiently complex to handle the vast complexities of the role. We place the construct of self-concept complexity as central to the performance of global leaders in ways ranging from organizational performance to social and community responsibility. By advancing our understanding of the role of self-concept complexity in driving global leadership outcomes, this research seeks to spur further theoretical development and practical application toward a deeper comprehension of the complexity of truly global leaders.

Despite the burgeoning research on mass incarceration, women are rarely its focus. Racialised women, whose rates of incarceration have increased more rapidly than other groups, are at the best marginal within much of this literature. Within juvenile justice systems, racialised girls and young women are also disproportionately criminalised and remain markedly over-represented but are often overlooked. The absence of racialised women and girls from dominant accounts of punishment and incarceration is a matter of epistemological, ethical and political concern. Intersectionality offers one means to treat racialised women and girls as focal points for research and advocacy directed towards a reduction in criminalisation and incarceration. While intersectionality does not determine how the knowledge produced is deployed, recognising those who have been unrecognised is a necessary first step in striving to bring about positive change through praxis. Flawed mainstream accounts are unlikely to generate strategies that are well-aligned with the needs and interests of those who remain largely invisible.

Global Mindset (GM) is a multifaceted construct that has received broad interest among practitioners and academics. It is a fragmented construct at this point in time, due to definitional overlap with other constructs such as global leadership and cultural intelligence. This overlap has created complexity for research that attempts to understand GM in isolation. Lack of clear boundaries in defining and conceptualizing this construct challenges researchers who are attempting to capture fully what constitutes GM. Our work seeks to better understand and explain what underlines the individual GM construct and how does this impact the development of global competencies in individual managers.

We systematically review and analyze the individual GM literature thematically to provide an overview of the extant research from a broad array of scholarly sources dating from 1994 to 2017. Our work offers a thematic analysis that provides a visual guide to GM by tracking the corpus of individual-level GM studies. We categorize the research according to its theoretical groundings and basic concepts and proceed review how GM has been operationalized at the individual level and measured. Next, we integrate major dimensions in the GM research and propose a framework to enhance understanding of the phenomenon. Finally, we discuss the implications of our review for the development of GM for practitioners, coaches and trainers.

This chapter describes the experience of a tenured, senior professional leader (chief executive officer [CEO]) of a nonprofit human service organization. Although strongly supported by the board, she was harassed by a small group of board members and a couple of their friends (nonboard members), who insisted she take actions that would circumvent legitimate board process. Their actions would have resulted in “underground communications” and unilateral decisions. By speaking up and calling them out, the board became divided and conflicted, culminating in the resignation of the CEO. The scholarly commentary that follows the story adds a framework for explaining how important it is to maintain a moral compass, to hold fast to personal integrity, and to refuse to keep silent in the face of adversity. By sounding the alarm, the chaos and disruption exposed the plan to take power and control from the board. Being courageous may not be intentional or include actions of choice; it stems from the belief that it is the right thing to do… therefore, acting on moral courage can mitigate remorse. You don’t develop courage by being happy in your relationships everyday. You develop it by surviving difficult times and challenging adversity (Epicurus).

Video games are often thought of as trite activities for younger generations. However, research in game studies over the last few decades have revealed that games can be valuable tools for growth and connection, particularly among older generations. Exploring the ways digital games can be used as tools for connection has gained increased attention in recent months with global quarantines as a result of COVID-19. This article reviews the research that has examined the utility of digital games for older adults, focusing specifically on the ways in which games can be tools for social connectedness and psychological healing for older adults and intergenerationally. Special focus will be placed on the role games can play for post-traumatic stress among first responders.

This research systematically analyzed the effect of leadership (coaches and owners) on organizational performance in the National Football League (NFL) during the 1970 through 1992 seasons. In addition, it examined the relation of stable individual differences in personality of NFL leaders with performance outcomes for both coaches and owners. Results revealed that leadership added substantially to the prediction of performance in the NFL, even after controlling for non-leadership variables such as quality of competition and year. Furthermore, one facet of Conscientiousness – Deliberateness – showed strong linear relations with all performance measures. The results of both studies also revealed that hierarchical level of leadership was an important moderator, with coaches having greater impact than owners. The desirability of studying leadership in the context of the NFL was recognized and suggestions were provided on the direction that research might take.