Leading global teams effectively: Avoid the western assumptions that often derail cross-cultural work.
By: Livermore, David
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Material type: 
BookPublisher: Harvard Business Review Description: 103(3), May-Jun, 2025: p.111-119.
In:
Harvard Business ReviewSummary: Western managers who are charged with leading global teams face a trap. Their expertise and training usually have their roots in Western, individualistic contexts, steeping them in ideals such as autonomy, empowerment, egalitarianism, and authenticity. Yet according to the GLOBE Leadership Studies, 70% of the world’s workforce is collectivist and hierarchical. These values are characteristic not only of employees in Shanghai and Dubai but also of immigrant talent in Copenhagen and Omaha.- Reproduced
https://hbr.org/2025/05/leading-global-teams-effectively
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 103(3), May-Jun, 2025: p.111-119 | Available | AR135904 |
Western managers who are charged with leading global teams face a trap. Their expertise and training usually have their roots in Western, individualistic contexts, steeping them in ideals such as autonomy, empowerment, egalitarianism, and authenticity. Yet according to the GLOBE Leadership Studies, 70% of the world’s workforce is collectivist and hierarchical. These values are characteristic not only of employees in Shanghai and Dubai but also of immigrant talent in Copenhagen and Omaha.- Reproduced
https://hbr.org/2025/05/leading-global-teams-effectively
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