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Edited by Günter K. Stahl and Ingmar Björkman
Chapter 11: Developing Global Leadership Capabilities and Global Mindset: A Review
Joyce S. Osland, Allan Bird, Mark Mendenhall and Asbjorn Osland What makes global leaders like Carlos Ghosn (President of Nissan Motors, Ltd and Automotive News’ 2000 Industry Leader of the Year) tick? Born in Brazil and educated in France, Ghosn served seven years as head of Michelin in the United States and three years with Renault before becoming President and CEO of Nissan. He is responsible for Nissan’s renowned turnaround eﬀort and cross-border alliance with Renault. Although cultural diﬀerences exacted a toll on other cross-border automotive alliances, such as Daimler-Chrysler, Ghosn sees them as opportunities. ‘When you have taken the time to understand [that people don’t think or act the same way] . . . and when you are really motivated and mobilized by a very strong objective, then the cultural diﬀerences can become seeds for innovation as opposed to seeds for dissention’ (Emerson, 2001: 6). Ghosn contends that Europeans cannot call themselves ‘international’ after working in Italy, Germany or France: ‘you have to go to countries that have a totally diﬀerent way of thinking, a totally diﬀerent way of organization, and a totally diﬀerent way of life’ (ibid.: 7). With the rise of globalization, managers like Carlos Ghosn face complex challenges of leadership on a global scale. The nature of these challenges appears to be qualitatively diﬀerent from those faced by international managers in the past. Consequently, there is a need to better understand what is required of these managers (Suutari, 2002) and to identify...
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