Summary of Winning with Transglobal Leadership

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Winning with Transglobal Leadership book summary
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Rating

8

Qualities

  • Applicable
  • Innovative

Recommendation

Management experts Linda D. Sharkey, Nazneen Razi, Robert A. Cooke and Peter Barge acknowledge the common characteristics and competencies of good leaders but argue convincingly that global leaders need additional, unique skills. The authors have sufficient impressive knowledge of global business to write knowingly about global leadership based on their experience alone. Yet this work stands out because they add their analysis of past and new research, including surveys and interviews with some 150 global leaders, and they use that data to test their assumptions. This uncluttered, interesting read includes new, useful and, in one case, even surprising findings. Of course, the authors offer the inevitable global leadership basics, but they present these core concepts in a succinct, relevant way as they build toward a logical, evidence-based framework that features practical tools and guidelines for developing global leaders. getAbstract recommends this book to board members, executives, leadership development experts, HR officers, and actual and aspiring global leaders.

About the Authors

Corporate talent manager Linda Sharkey, PhD, coaches leaders for global organizations. Nazneed Razi, PhD, is chief HR officer at Health Care Service Corporation. Robert A. Cooke, PhD, is a Stanford visiting scholar. Past CEO Peter A. Barge wrote several books on leadership and is a frequent international conference presenter.

 

Summary

Global Organizations and Their Leaders

Good leaders are vital to the success of any firm, but globalization is driving the demand for a new breed of “transglobal leader.” Such leaders are in short supply, because they need deeper skills than domestic leaders, and those skills are hard to identify and take time to develop. Good domestic executives frequently fail when posted to foreign assignments, because unfamiliar settings greatly amplify the fast-paced, interconnected and complex nature of modern business. Unlike in the past, when expatriate leaders had time to adjust to new surroundings, today’s global leaders must navigate cultural, political and language barriers very quickly or risk the loss of local talent, reputation and crucial relationships.

Multinational organizations often believe they are global, but most aren’t. To develop global leaders for foreign assignments, first seek global thinking at the top. Evaluate your board and executive officers. Do they have similar backgrounds? Do they come from the same place? Did they get promoted with little or no global experience? Or, do they have a genuine “global mind-set?” Do they reside almost exclusively in...


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