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Günter K. Stahl, Christof Miska, Laura J. Noval and Verena J. Patock

Responsible global leadership has emerged as a major theme in light of the challenges facing global corporations and their leaders today. In this chapter we provide an overview of existing and emerging research relevant to responsible global leadership, including work on ethical decision making, shared leadership and corporate social responsibility, highlighting the individual-level influences on responsible leadership and the conditions under which global leaders may engage in responsible or irresponsible conduct. We explore the organizational, institutional and cultural context within which global corporations operate and their leaders make decisions, including characteristics of the top management team, organizational culture and the broader institutional and cultural environment. We discuss the constraints that these multiple influencing factors impose on responsible global leadership and conclude with a real-life case example to illustrate how global leaders can make a difference by safeguarding ethical conduct and achieving triple-bottom-line outcomes in their organizations.

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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.