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Is there such a thing as a consistent pattern of successful global leadership?
To answer this question, during the last few years, we have met with about 30 CEOs who pass two critical tests for succeeding globally: (1) they have outperformed most of their industry peers and they have gained respect from their stakeholders in multiple ways; and (2) they lead companies originating from different cultures and successfully operate across the globe. Despite the differences in culture and mindset, our research suggests that these global leaders — whether they are from North America, Europe or India — seem to lead their companies differently than their peers. Most strikingly, they pioneer a leadership style which engages people in very different settings. For example, they put immense emphasis on:
• A higher purpose — These leaders make people feel emotionally engaged and inspire them to walk the extra mile. The company has to mean something to people rather than just being a place to work. This is probably especially important if the company center and the local offices are far apart. An example: When Jorma Ollila of Nokia describes their purpose as connecting people, it applies to the local office in Kenya just as it does to the head office in Espoo, Finland.
Read the rest of the article at Harvard Business Review >
This post originally appeared at Harvard Business Review.
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