Global Mindset - A Complex Cognitive Model Used for Global Leadership Decision-Making When Working Across Geographical Boundaries

Abstract

There is universal agreement that working in a global environment presents unique challenges for international leaders, however there have not been any studies to ascertain what these unique challenges encompass and how they impact effective decision-making. Non-optimal decisions can have catastrophic consequences for the organization’s finances, reputation and time. However, despite the acknowledged challenge, global leaders are expected to consistently make complex and demanding decisions without error. With such high stakes at play, we need to better understand what occurs inside the minds of these leaders. The researcher believes that the construct of Global Mindset aids effective decision-making when working across geographical boundaries. While there is no common agreement or definition of Global Mindset, the researcher proposes that it is a cognitive process, comprising a series of complex and linked cognitions. These create increased cognitive demands for global leaders relative to their domestic counterparts and present a higher risk of cognitive overload while making important decisions. Central to the research, is the development of grounded theory for the construct of Global Mindset, which is largely misunderstood. The researcher promotes the notion that Global Mindset is a cognitive process initiated by managing the paradox of two differing and conflicting sets of stakeholder needs; global versus local. By better understanding these cognitions, organizations can benefit from better selection and deployment decisions for these important roles and can also design better development interventions to aid cognitive resilience. Preferably development takes place at an early stage in the high-potential, emerging leaders talent pipeline, such that future global leaders are equipped for these unique cognitive demands prior to taking up these roles.