Where a global leader is an influencer of the processes of individuals, groups, and organisations who are part of any number of diverse systems, but who are working towards the organisation 's overreaching goals (Beechler & Javidan, 2007). The GLOBE 's interdisciplinary empirical-based theory project found that some leadership attributes occur in effective leaders across cultures, while others are culturally contingent (House et al., 2002, 2004), suggesting that to some degree an effective leader is effective irrelevant of their organisation 's globalisation. However, the limitations of the empirical evidence lead to a split in beliefs about the relationship between effectiveness and global leadership, that is convergence and divergence hypotheses. Gentry and colleagues (& Sparks, 2012; et al., 2014) investigated global leadership in terms of operalisation and found support for the convergence hypothesis, that is that some leadership attributes are more effective across cultural settings. However, building on this work Takahashi, Ishikawa, and Kanai (2012) suggest that a Western framework of leadership is highly limiting from a global perspective, and Inceoglu and Bartram (2012) suggest that instead a boarder scope of multi-cultural context is needed for global leaders to be highly
Where a global leader is an influencer of the processes of individuals, groups, and organisations who are part of any number of diverse systems, but who are working towards the organisation 's overreaching goals (Beechler & Javidan, 2007). The GLOBE 's interdisciplinary empirical-based theory project found that some leadership attributes occur in effective leaders across cultures, while others are culturally contingent (House et al., 2002, 2004), suggesting that to some degree an effective leader is effective irrelevant of their organisation 's globalisation. However, the limitations of the empirical evidence lead to a split in beliefs about the relationship between effectiveness and global leadership, that is convergence and divergence hypotheses. Gentry and colleagues (& Sparks, 2012; et al., 2014) investigated global leadership in terms of operalisation and found support for the convergence hypothesis, that is that some leadership attributes are more effective across cultural settings. However, building on this work Takahashi, Ishikawa, and Kanai (2012) suggest that a Western framework of leadership is highly limiting from a global perspective, and Inceoglu and Bartram (2012) suggest that instead a boarder scope of multi-cultural context is needed for global leaders to be highly