In this chapter, we discuss the potential of Millennials as global leaders. We introduce our own recent contribution to the field of global leadership, in which we identify three critical global leader roles: boundary spanner, blender and bridge maker. We conceptually discuss how Millennials will cope with these three roles given the four themes that emerged from our review: the birth of the digital native, the rise of the narcissist, the college-educated elite versus the rest, and Millennials around the world. In order to become effective global leaders, Millennials need to work especially hard on developing and managing social ties as boundary spanners, becoming aware of and managing affect as blenders, and improving cultural understanding and their ability to engage in interpersonal interaction as bridge makers. Organizations that understand Millennials’ strengths and weaknesses, and can leverage their skills, will be rewarded with a future generation of global leaders who are able to lead in new ways to make a difference in the twenty-first century.
Christina L. Butler, Ciara Sutton, Audra I. Mockaitis and Lena Zander
Kristiina Mäkelä, Jakob Lauring, Christina L. Butler, Hyun-Jung Lee, Gundula Lücke, Christof Miska, Cecilia Pahlberg and Günter K. Stahl
In this chapter we suggest that globalization of businesses brings with it three new challenges that teams need to face. These include an increase in the number of internal and external stakeholders to manage; the need to interact across more and different types of boundaries; and an increasing necessity to integrate local responsiveness and global coordination. We focus on how these new globalization challenges impact teams in general and team leadership in particular, and how team leaders can make a difference by developing specific capabilities to address them.