Leadership development challenges and dilemmas in multinational corporations

Content Provider	Scilit
Author	Evans, Paul Smale, Adam Björkman, Ingmar Pucik, Vladimir
Copyright Year	2016
Description	This chapter argues that leadership development needs to take into account the different skill requirements at different levels of the multinational corporation, associated with leadership transitions. It identifies a series of tensions in the identification and development of global leaders, accompanied with suggestions and case examples concerning how to address them. Kotter argued that leadership involves a set of behaviours that differ from managerial behaviours, and considerable research suggests important skill changes as individual's transition from novice to middle and on to senior leadership levels. Multinational corporations (MNCs) such as Haier and KONE have responded by including the leadership development of one's staff as a performance criterion in an attempt to make managers more accountable. Succession planning is widely practiced in Europe, but less so in the US except at the most senior levels; in Asia succession planning has mostly been used at operational levels because of the severe talent shortages that companies experienced during the boom years. Book Name: Leadership in Organizations
Related Links	https://api.taylorfrancis.com/content/chapters/edit/download?identifierName=doi&identifierValue=10.4324/9781315695792-12&type=chapterpdf
Ending Page	245
Page Count	19
Starting Page	227
DOI	10.4324/9781315695792-12
Language	English
Publisher	Informa UK Limited
Publisher Date	2016-06-10
Access Restriction	Open
Subject Keyword	Book Name: Leadership in Organizations International Relations Leadership Development Multinational Corporation Corporations Europe Senior Argues Transitions
Content Type	Text
Resource Type	Chapter