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Contextualizing leadership: a typology of global leadership roles

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Abstract

While the global leadership literature has grown rapidly over recent years, the context in which global leadership occurs remains ill-defined and under-conceptualized. This lack of contextualization risks equating global leadership roles that are qualitatively very different and prevents sufficient clarity for empirical sampling. To foster more cohesive theoretical and empirical work, we develop a typology of global leadership roles that considers context as a critical contingency factor. Drawing on role and complexity leadership theories, we propose four ideal–typical global leadership roles (incremental, operational, connective, and integrative global leadership) that differ in their (1) task complexity – characterizing the variety and flux within the task context, and (2) relationship complexity – reflecting the boundaries and interdependencies within the relationship context. We further delineate how these contextual demands relate to specific sets of behaviors and actions that allow global leaders to fulfill the requirements of their corresponding ideal–typical global leadership roles. Our article concludes with a discussion of implications the typology presents for global leadership research and practice, contextualization of the leadership construct more broadly, and the field of international business.

Résumé

Alors que la littérature sur le leadership global a connu un développement rapide ces dernières années, le contexte dans lequel le leadership global se produit reste mal défini et sous-conceptualisé. Ce manque de contextualisation risque d’assimiler les rôles de leadership global qui sont qualitativement très différents et empêche d’avoir une vision précise des échantillonnages empiriques. Afin de favoriser des travaux théoriques et empiriques plus cohésifs, nous développons une typologie des rôles de leadership global qui considère le contexte comme un facteur critique de contingence. S’appuyant sur les théories relatives au rôle et à la complexité du leadership, nous proposons quatre rôles types de leadership (leadership global incrémental, opérationnel, conjonctif et intégratif) qui se distinguent par (1) la complexité de leur tâche – qui caractérise la variété et le flux au sein du contexte de la tâche -, (2) la complexité de leur relation – qui reflète les limites et les interdépendances au sein du contexte de la relation. Par ailleurs, nous déterminons comment ces exigences contextuelles sont liées à des ensembles spécifiques de comportements et d’actions qui permettent aux dirigeants globaux de satisfaire aux exigences correspondant à leurs rôles types de leadership global. Notre article se termine par une analyse des implications que présente la typologie pour la recherche et la pratique relatives au leadership global, plus largement pour la contextualisation de l’élaboration du leadership et pour le domaine du management international.

Resumen

Mientras que la literatura en liderazgo global ha crecido rápidamente en los años recientes, el contexto en el cual el liderazgo global ocurre permanece pobremente definido y sub-conceptualizado. Esta falta de contextualización arriesga a que sean igualados los roles de liderazgo global que son cualitativamente muy diferentes e impide tener una claridad suficiente para muestreos empíricos. Para promover una mayor cohesión teórica y trabajo empírico, desarrollamos una tipología de roles de liderazgo global que considera el contexto como un factor de contingencia crítico. Basándose en las teorías de rol y complejidad en liderazgo, proponemos cuatro roles de liderazgo global ideales o típicos (liderazgo global incremental, operacional, conectivo, e integrativo) que se diferencian en su (1) complejidad de tarea – caracterizando la variedad y flujo dentro del contexto de la tarea; y (2) complejidad de relación – reflejando los limites e interdependencias en el contexto de la relación. Adicionalmente delimitamos como estas necesidades contextuales se relacionan con un conjunto específico de comportamientos y acciones que permiten a los líderes globales cumplir con los requerimientos de los roles ideales o típicos de liderazgo global. Nuestro artículo concluye con una discusión de las implicaciones que presenta la tipología para la investigación y práctica en liderazgo global, contextualización del constructo de liderazgo más ampliamente, y el campo de negocios internacionales.

Resumo

Enquanto a literatura sobre liderança global tem crescido rapidamente nos últimos anos, o contexto no qual a liderança global ocorre permanece mal definido e sub-conceituado. Esta falta de contextualização corre o risco de equiparar papéis de liderança global que são qualitativamente muito diferentes, e impede clareza suficiente para amostragem empírica. Para fomentar trabalhos teóricos e empíricos mais coesos, desenvolvemos uma tipologia de papéis de liderança global que considera o contexto como um fator contingente crítico. A partir das teorias do papel e da complexidade da liderança, propomos quatro papéis de liderança global ideais-típicos (liderança global incremental, operacional, conjuntiva, e integrativa) que diferem na (1) complexidade da tarefa - caracterizando a variedade e fluxo dentro do contexto das tarefas e na (2) complexidade dos relacionamentos - refletindo os limites e as interdependências dentro do contexto do relacionamento. Nós ainda delineamos como essas demandas contextuais se relacionam com conjuntos de comportamentos específicos e com as ações que permitem que os líderes globais cumpram os requisitos de seus correspondentes papéis de liderança global típica-ideal. Nosso artigo conclui com uma discussão sobre as implicações que a tipologia apresenta para a pesquisa e a prática sobre liderança global, para a contextualização do construto liderança de forma mais ampla, e para o campo dos negócios internacionais.

概要

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Acknowledgments

We are grateful to three anonymous JIBS reviewers and JIBS Area Editor Mary Zellmer-Bruhn for their very constructive feedback and suggestions. We would also like to thank Andy Molinsky, Stacey Fitzsimmons and three anonymous reviewers of the 2014 Academy of International Business meeting for their helpful comments on earlier versions of the manuscript. The first author appreciates the financial support provided by the Ministry of Science and Innovation of Spain (Project No. ECO2012-33544). The second author acknowledges the financial support provided by the Brodsky Fund for International Initiatives. The fourth author is grateful for funding provided by the Donald and Sally Lucas Foundation.

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Authors and Affiliations

  1. Department of Managing People in Organizations, IESE Business School, Barcelona, Spain

    B. Sebastian Reiche

  2. College of Business Administration, D’Amore-McKim School of Business, Northeastern University, Boston, MA, USA

    Allan Bird

  3. College of Business, University of Tennessee, Chattanooga, TN, USA

    Mark E. Mendenhall

  4. School of Global Innovation & Leadership, Lucas College and Graduate School of Business, San José State University, San José, CA, USA

    Joyce S. Osland

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  1. B. Sebastian Reiche
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  2. Allan Bird
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  3. Mark E. Mendenhall
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  4. Joyce S. Osland
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Corresponding author

Correspondence to B. Sebastian Reiche.

Additional information

Accepted by Mary Zellman-Bruhn, Area Editor, 2 August 2016. This article has been with the authors for three revisions.

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Reiche, B.S., Bird, A., Mendenhall, M.E. et al. Contextualizing leadership: a typology of global leadership roles. J Int Bus Stud 48, 552–572 (2017). https://doi.org/10.1057/s41267-016-0030-3

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  • DOI: https://doi.org/10.1057/s41267-016-0030-3

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