Hostname: page-component-6bf8c574d5-8gtf8 Total loading time: 0 Render date: 2025-02-23T09:11:01.020Z Has data issue: false hasContentIssue false
  • English
  • Français

Leading the Business: The Criticality of Global Leaders' Cognitive Complexity in Setting Strategic Directions

Published online by Cambridge University Press:  07 January 2015

Lisa Dragoni  and
Kristie McAlpine
Lisa Dragoni*
Affiliation:
Cornell University
Kristie McAlpine
Affiliation:
Cornell University
*
E-mail: ld284@cornell.edu, Address: Cornell University, 164 Ives Hall, Ithaca, NY 14853-3901
Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 5 , Issue 2 , June 2012 , pp. 237 - 240
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

References

Anseel, F., Lievens, F., & Schollaert, E. (2009). Reflection as a strategy to enhance task performance after feedback. Journal of Organizational Behavior and Human Decision Processes, 110, 23–35.Google Scholar
Bunker, K. A., & Wakefield, M. (2006). Leading in times of change. Harvard Management Update, 11, 1–4.Google Scholar
Dragoni, L., Oh, I., VanKatwyk, P., & Tesluk, P. E. (2011). Developing executive leaders: The relative importance of cognitive ability, personality and the accumulation of work experience in predicting strategic thinking competency. Personnel Psychology, 64, 829–864.Google Scholar
Ellis, S., & Davidi, I. (2005). After-event reviews: Drawing lessons from successful and failed experience. Journal of Applied Psychology, 90, 857–871.Google Scholar
Gupta, A. K., & Govindarajan, V. (2002). Cultivating a global mindset. Academy of Management Executive, 16, 116–126.Google Scholar
Holt, K., & Seki, K. (2012). Global leadership: A developmental shift for everyone. Industrial and Organizational Psychology: Perspective on Science and Practice, 5, 198–217.Google Scholar
Kaplan, R. E., & Kaiser, R. B. (2003). Developing versatile leadership. MIT Sloan Management Review, 44, 19–26.Google Scholar
Kotter, J. P. (1999). On what leaders really do. Boston, MA: Harvard Business School Press. Google Scholar
Lane, H., Maznevski, M., & Mendenhall, M. (2004). Globalization: Hercules meets Buddha. In Lane, H. V., Maznevski, M. L., Mendenhall, M. E., & McNett, J. (Eds.), The Blackwell handbook of global management: A guide to managing complexity (pp. 3–25). Malden, MA: Blackwell. Google Scholar
Levy, O., Beechler, S., Taylor, S., & Boyacigiller, N. A. (2007). What we talk about when we talk about “global mindset”: Managerial cognition in multinational corporations. Journal of International Business Studies, 38, 231–258.Google Scholar
McCall, M. (2010). Recasting leadership development. Industrial and Organizational Psychology: Perspective on Science and Practice, 3, 3–19.Google Scholar
Silzer, R., & Dowell, B. E. (2010). Strategic talent management matters. In Silzer, R., & Dowell, B. E. (Eds.), Strategy-driven talent management: A leadership imperative (pp. 3–72). San Francisco, CA: Jossey-Bass. Google Scholar
Thomas, J. W. & Thomas, T. J. (2006). The power of opposite strengths: Making relationships work. Austin, TX: Thomas Concept. Google Scholar
Washburn, N. T., & Hunsaker, T. B. (2011). Finding great ideas in emerging markets. Harvard Business Review, 89, 115–120.Google Scholar