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Managerial Effectiveness in a Global Context
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Managerial Effectiveness in a Global Context
by Jennifer Deal, Chris Ernst, Maxine Dalton, Jean Brittain Leslie
Managerial Effectiveness in a Global Context
Cover
Half Title Page
Title Page
Copyright
Table of Contents
List of Tables and Figures
Preface
Introduction
Model
Methods
Group Assignment
Sample Characteristics
Standardization of Data
Measures
Data Collection
Conclusion
CHAPTER 1: Managerial Roles—Similarities and Differences in Domestic and Global Work
Background
Hypotheses
Results and Discussion
CHAPTER 2: Managerial Traits—Personality and Effectiveness in a Global Context
Background
Hypotheses
Results and Discussion
CHAPTER 3: Managerial Capabilities—Learning and Effectiveness as a Global Manager
Background
Hypotheses
Results and Discussion
CHAPTER 4: Experience—Cosmopolitanism and Managerial Effectiveness in a Global Context
Background
Hypotheses
Results and Discussion
CHAPTER 5: Experience—The Influence of Diversity on Managerial Effectiveness
Background
Hypotheses
Results and Discussion
CHAPTER 6: General Discussion and Conclusions
What Do Global Managers Do?
What Does It Take for a Manager to Be Effective When the Work Is Global in Scope?
How Can Organizations Best Select and Develop Effective Global Managers?
Limitations
References
Appendix A: Participant Background Form
Appendix B: Scales and Alphas
Appendix C: Alphas and Intercorrelations Among FFM, International Experience, Role Behaviors, and Performance Variables (Boss Global)
Appendix D: Alphas and Intercorrelations Among FFM, International Experience, Role Behaviors, and Performance Variables (Boss Local)
Appendix E: Alphas and Intercorrelations Among FFM, International Experience, Role Behaviors, and Performance Variables (Direct Report Global)
Appendix F: Alphas and Intercorrelations Among FFM, International Experience, Role Behaviors, and Performance Variables (Direct Report Local)
Appendix G: Hypotheses Organized by Questions of Interest
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Appendix G: Hypotheses Organized by Questions of Interest
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