Global Leadership Talent Management, as an integrated process, supports the sustainable success of global organizations. This book shows how specifically the selection process can be created as an exchange process in which mutual expectations and perceived fairness and justice play an important role.

This volume of Advances in Global Leadership updates researchers and practitioners on the state of the field and research gaps. Part 1 presents new empirical studies; Part II features papers on global leadership development programs offered by universities. Contributors range from well-known voices to new scholars with fresh perspectives.

Master's Thesis from the year 2024 in the subject Leadership and Human Resources - Miscellaneous, grade: 1,7, AKAD University of Applied Sciences Stuttgart (AKAD University), language: English, abstract: Since the second half of the 20th century, various studies and approaches of comparative culture research and comparative culture leadership research have been increasingly conducted to further explore the multifaceted relationships between human behavior, social culture and leadership behavior. Examples from recent years show that internationally operating companies in particular need managers who demonstrate a high level of intercultural competence in order to do justice to the company's performance and ensure their own professional success. The focus of this thesis is on the avoidance of intercultural leadership problems in the perception of the respective society on good leadership practices between Germany and Japan. Applying on the approaches of Edward T. Hall and Geert Hofstede in general and the results of the GLOBE (Global Leadership and Organizational Behavior Effectiveness) studies, behaviors are identified that give German managers an indication of what kind of leadership is likely to be considered effective in terms of good leadership in Japanese society. As a solution approach an intercultural training program is designed and presented. Following successful implementation, companies can train their managers in the concept of good leadership in Japan. In this way, intercultural leadership problems can be avoided from the outset and the company can be protected from financial damage and loss of reputation.

The definitive guide to finding, developing, and keeping the best talent—expanded with brand new and updated material The Talent Management Handbook is the established go-to guide for HR professionals, managers, and leaders looking for the best ways to use talent management programs to develop a culture of excellence. This third edition features new and updated chapters based on fresh approaches and material for identifying, recruiting, positioning, and developing highly qualified, motivated people to meet current and future business requirements. Filled with expert advice, the book offers a roadmap for developing a comprehensive approach to talent management that will guide professionals in the coming years.

The Handbook of 21st Century Management provides authoritative insight into the key issues for students in college or corporate courses with a particular emphasis on the current structure of the topic in the literature, key threads of discussion and research on the topic, and emerging trends. This resource is useful in structuring exciting and meaningful papers and presentations and assists readers in deciding on management areas to take elective coursework in or to orient themselves towards for a career. Indeed, familiarity with many of the topics in this Handbook would be very useful in job interviews for positions in business.

There are thousands of books that have been written on business leadership. Many of these have been translated into Chinese and many have been swallowed up by Chinese business people. China has an enormous need to improve the quality of its leadership and current and future leaders are starving for more information to help them get to the top. But what we are also hearing is that while they find these Western works intellectually stimulating, there is always something missing. It is naive for anyone to think that they can just take Western concepts and practices on leadership and make them work in China. They still need work. In fact, it is fair to ask whether these Western practices can actually be applied in China. This book provides the bridge between Western ideas and concepts with the Chinese thoughts and wisdom.

This key book provides a multidisciplinary, integrative, current and comprehensive discussion of the dimensions, issues, leading-edge approaches and continuing challenges faced in defining, measuring and developing global leadership.