ABSTRACT
Globalization and the proliferation of global problems have resulted in greater attention to the growing field of global leadership (GL). In business, the need for increased flexibility and responsiveness has created more networked firms in which not only senior management but also employees farther down the hierarchy perform GL activities related to, for example, global products or project teams or a global supply chain (Osland, Taylor, & Mendenhall, 2009). The scope, importance, and extent of GL are growing in most multinational corporations (MNCs), and developing global leaders is a high priority (Gregersen, Morrison, & Black, 1998; Mendenhall, Jensen, Gregersen, & Black, 2003; Suutari, 2002). Businesses have reported a shortage of global leaders (Gregersen et al., 1998; Charan, Drotter, & Noel, 2001; Mercer Delta, 2006). A Rand Corporation study predicted a future shortage of global leaders in the for-profit, public, and nonprofit sectors (Bikson, Treverton, Moini, & Lindstrom, 2003).
