<p> The purpose of the current phenomenological study was to understand the developmental experiences of authentic leaders by documenting their own stories of how they view their growth into a successful global leader. The study used three overarching research questions: (1) How do leaders within international cooperatives describe their lived experiences that contributed to their development into successful and authentic global leaders? (2) How do cooperative leaders explain how they apply/use the principle of stewardship on a daily basis? (3) What experiences are described as challenges in the application of authentic leadership? Using these overarching questions as a guide, the current study posed interview questions that explore participants&rsquo; experiences in developing into an authentic leader. The study also explored how operating in a global environment has influenced their ability to be authentic in their leadership. Additionally, interview questions explored the context of authentic leadership and global leadership within cooperative organizations and how the role of being a steward for the organization influences their leadership style.</p><p> The theoretical framework for the study was guided by global leadership theory, authentic leadership theory, and stewardship theory. Purposeful sampling and snowball sampling were used to select study participants who are senior leaders within international cooperative organizations. Data was collected through the use of semi-structured interviews, and the interviews were transcribed and then analyzed using NVivo qualitative analysis software. The information collected and subsequent analysis may help future cooperative leaders develop into successful and authentic global leaders, as well as help close the gap in the literature on leadership within international cooperatives. The research findings led to the development of five themes surrounding the phenomenon of developing into an authentic leader within an international cooperative: (1) leading successfully, (2) leading globally, (3) developing authentically, (4) meeting the leadership challenge, and (5) cooperative appeal. </p>

<p> Given economic and societal shifts towards globalization, the need to develop effective global leaders is well documented. This thesis explored the development of a prototype instrument for use in global leadership classes or training to assess and/or develop the competencies and decision-making abilities associated with effective global leadership. The format of the instrument was a hybrid of situational judgment tests (SJTs) and culture assimilators and its content was drawn from a real life critical incident as recounted by an expert global leader during an interview using cognitive task analysis techniques. The interview was part of qualitative research that investigated expert cognition displayed by exceptional global leaders.</p><p> The thesis included a literature review of global leadership research to identify the general competencies, intercultural competencies, and cognitive proficiency of effective global leaders that would serve as a foundation for the domains to be assessed and developed. SJTs and culture assimilators were discussed as format examples for constructing the instrument. The process of creating and refining the tool was then reviewed, which included developing the questions and answers, conducting pre-tests, gathering feedback from subject matter experts, and conducting a content analysis to ensure global leadership and intercultural competencies were addressed. Data collected during the course of development were presented and discussed.</p><p> Step-by-step instructions (that included potential improvements to the process experimented with to date) were included to guide others in future development. An abridged sample of the instrument was provided.</p>

<p> Globalization is resulting in increasingly culturally diverse work environments, and prompting the examination of the multicultural leader. This quantitative study explored the relationship of the cultural intelligence (CQ) of the leader and the helping and voice organizational citizenship behaviors (OCB) in a multicultural work group. The cultural intelligence of the leader as well as the organizational citizenship behaviors, particularly helping and voice behaviors amongst peers, of the multicultural work group were assessed to determine if a statistically significant relationship exists. A statistically significant relationship was found between leader metacognitive CQ and helping and voice OCB in a multicultural work group, as well as between leader behavioral CQ and helping and voice OCB in a multicultural work group.</p>

<p> The purpose of this quantitative cross-sectional study was to examine the factors that influence the collaborative partnership effectiveness (CPE) among entity participants of the UN Global Compact (Global Compact). A survey hosted in the internet SurveyMonkey website was used to collect the data from 90 Global Compact participants. Data collected were analyzed using the Statistical Packages for the Social Sciences (SPSS) software Version 21.0 for Windows. A combination of statistical tests such as multiple linear regressions (MLR) and multivariate analysis of variance (MANOVA) were used to provide answers to the three research questions: (a) to what extent collaboration readiness scores predict willingness and ability to collaborate, (b) to what extent differences in CPE scores exist in participant&rsquo;s job title or position, and (c) to what extent differences in CPE scores exist in entity&rsquo;s amount of experience. Research results showed statistical evidence that collaboration readiness is a significant predictor of participants&rsquo; willingness and ability to collaborate effectively. Other findings of the study indicated that job title or position had no significant difference in CPE. CEOs and other positions showed statistically similar readiness, as well as willingness and ability to collaborate effectively. Additional findings indicated that experience was not a significant factor in CPE. Participants with lesser number of collaboration experiences were equally ready, willing, and able to collaborate compared to those participants who had greater number of collaboration experiences. </p>

<p> Foreign direct investment is an important part of the U.S. economy, and foreign companies employ 6.8 million Americans. Therefore, it is critical for American managers to possess effective cross-cultural leadership and followership skills. However, it is widely recognized that leadership theories are too leader-centric, and cross-cultural followership research remain scarce. </p><p> This phenomenological study aimed to contribute to cross-cultural followership research. It investigated the lived experiences of American managers (as followers) as they worked with their Korean leaders to co-construct leadership and its outcomes in the context of U.S. affiliates of South Korean companies. It explored how the American managers&rsquo; national culture and followership schema impacted their work relationship with Korean leaders. The study also explored the following behaviors that they used in this context. Uhl-Bien, Riggio, Lowe, and Carsten (2014) constructionist framework of followership that emphasized the dynamic interactions between leaders and followers was used as the framework of inquiry. </p><p> Using modified Seidman&rsquo;s (2013) in-depth interview method, eight upper-level American managers who worked for South Korean companies in the U.S. were interviewed. The data were analyzed using the four-step interpretative phenomenological analysis (IPA) method suggested by Smith and Osborn (2008), and the emergent themes were identified. From emergent themes, 26 recurrent themes and eight superordinate themes were identified. Collectively, the emergent themes produced five significant conclusions. </p><p> The conclusions of this study indicate that American managers: (1) found themselves in a perplexing environment of an American workplace with &ldquo;Korean&rdquo; flavor, (2) strived to be a change agent in Korean companies, (3) found Korean leaders to be less collaborative and praiseful compared to American leaders, (4) yearned to be more trusted and empowered in Korean companies, and (5) sought creative ways to achieve the organizational goals in Korean companies no matter what, up to a point. This study contributed to the theory by enhancing Uhl-Bien et al.&rsquo;s (2014) constructionist framework of followership and providing evidence of what happens when proactive followers work in an authoritarian business environment.</p><p>

<p> Here Be Dragons: How Global Business Executives Navigate Change and Paradox Globalization has resulted in increased international trade, enhanced information flows, diasporas, and a greater dependence on the global economy, as well as dramatically changing the context in which leaders operate today. Studies show that there is a shortage of global leaders and that most organizations are concerned that this lack of global leadership skills may threaten corporate performance and continued business growth. The purpose of this qualitative study was to examine how senior executives in globally integrated business enterprises navigate change, as viewed through the lens of paradox theory. This exploratory study employed a basic qualitative design. Data were collected from 23 global executives, working for 20 unique global enterprises, in 12 different functions, across 18 different industries, through a preinterview participant qualifying profile, an in-depth semistructured interview, and follow-up verification. </p><p> The key findings of this study build on existing research and show that (1) executives who are global leaders are contextual leaders; (2) global leadership roles are inherently paradoxical because they balance both task complexities and relationship complexities; (3) for these global executives, change is continuous and contextual; (4) paradox is the process that global executives use to navigate continuous change; (5) global executives are savvy sensemakers; (6) the global leadership capabilities to navigate paradox can be learned, and global leaders are constant and agile learners; and (7) to navigate change, executives who are global leaders oscillate/balance constantly by navigating paradox + sensemaking + learning. The study concludes with implications for theory and practice, along with recommendations for further research.</p><p>

<p> The effectiveness of a state's natural resource management is rendered meaningless if the particular resource migrates into another state's jurisdiction. In the case of marine mammals, inadequate management of the species anywhere along their annual migration could make food insecure for the regional human populations. My research evaluates to what extent International Environmental Agreements have been able to manage transboundary challenges to food security. Two case studies, the <i>Polar Bear Agreement</i> (2000) and the <i>International Convention for the Regulation of Whaling</i> (1946), are analyzed quantitatively and qualitatively using Ronald Mitchell's four factors for describing variation of International Environmental Agreements' effectiveness: incentives, capacities, information, and norms. To ensure food security in the Bering Strait, this thesis stresses the importance of local concerns, norms and stakeholders. Transboundary management includes stakeholders at various scales to address a local challenge that is intersected by an international political boundary. The higher values of the Bowhead whale International Environmental Agreement's four factors, in the quantitative analysis, account for the higher level of food security for Bowhead whale. The qualitative analysis makes three recommendations for future International Environmental Agreements, in this case the draft U.S.-Russia agreement on Pacific walrus: 1) conservation of the Pacific walrus, 2) maintenance of Native self-determination and, 3) encouragement the flow of information between the local and federal stakeholders and between the United States and Russia. In order to ensure future food security in the Bering Strait Region, the management of the Pacific walrus depends on an effective International Environmental Agreement.</p>

<p> The disappointing economic performance of Nigerian, Ghanaian, and the Togolese economies, coupled with the globalization of activities in the world economy, have forced them to look outward for development strategies. Many studies have been attempted to estimate the impact of natural resources on foreign direct investment (FDI) inflows around the world, but very few have been focused on Ghana, Nigeria and Togo. This study departed from previous studies and employed a gravity-type framework to explicitly explore the question of whether natural resource endowments was a more relevant factor that explained the FDI&rsquo;s attraction to the countries under study. The study also included other FDI determinants. Accordingly, this study served to investigate whether natural resources attracted FDI inflows in Ghana, Nigeria, and Togo. Using time series data from 1980&ndash;2015, the study was conducted to answer two research questions. Two models were established utilizing the pooled ordinary least square method to estimate the coefficients of the models. Preliminary results were obtained using both the random effect and fixed effect models. The results of the study yielded by both techniques registered natural resources to be significant as a driven factor for FDI inflows to the countries under review. Other factors such as GDP per capita, trade openness, political stability, and economic liberalization were also found to be significant in FDI determination. </p><p>

<p> The topic of the study was the relationship between national culture and software development project team performance. Relationships were examined through the lenses of Hofstede&rsquo;s cultural dimension model and the human performance technology model. Research indicated that software development project teams continue to face challenges completing projects within planned scope, on schedule, and within budget despite improved project management methods. The identified gap in the research was that most studies were qualitative and non-productivity related, a gap addressed by this quantitative, productivity-focused study. Four research questions were posed to determine the relationship between national culture and project team performance. Each question inquired as to the relationship between a team-level cultural measure and the number of user stories completed by the team during a sprint. The power distance (PDI) measures were the project team&rsquo;s average PDI and the PDI variance within the project team. The uncertainty avoidance (UAI) measures were the project team&rsquo;s average UAI and the UAI variance within the project team. A quantitative method was applied using a sample from the population of software development project teams that used the Agile management method. The data were extracted from archived productivity project data from 73 sprints conducted by teams from one firm. Archived email data identifying each team member&rsquo;s country of origin was used for each member&rsquo;s national culture. Spearman&rsquo;s rho was applied to the dataset. Results indicated there was a statistically significant relationship between PDI variance and team productivity, and between UAI variance and team productivity. The relationship between a team&rsquo;s average PDI and team productivity, and between the team&rsquo;s average UAI and team productivity, tended toward significance. Avenues for future research include duplicating the study using additional cultures and analyzing the relationship using additional Hofstede cultural dimensions.</p><p>

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