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An exploratory review of global leadership: The example of French and British leadership styles
Author(s) -
Evans David
Publication year - 2007
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.20005
Subject(s) - corporation , multiculturalism , management , leadership style , global leadership , political science , human resources , public relations , state (computer science) , sociology , law , economics , algorithm , computer science
The emerging global leader must demonstrate specific competencies to succeed in the international marketplace. International leaders must be able to create strategic partnerships with individuals from different cultures. In this article, the author, after reviewing state of the art research in the field, describes the difficulties involved in leading multicultural teams in Franco–British collaborative ventures. Corporate human resource managers at British Petroleum and Vivendi Corporation in the United Kingdom and Eurotunnel Corporation in France revealed that cultural differences impact international leadership styles.