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Migration is one of the most pressing global issues of our time. However, relatively little is known about the factors and mechanisms that govern the post-migration experiences of skilled migrants. We adopt an acculturation- and social identitybased approach to examine how diferences between institutional characteristics in the destination and origin country, as well as migrants’ experiences with formal and informal institutions shape their identifcation with the destination and origin country and contribute to their community and career embeddedness. Our study of 1709 highly skilled migrants from 48 origin countries in 12 destination countries reveals that the institutional environment migrants encounter provides both sources of opportunity (potential for human development and value-congruent societal practices) and sources of disadvantage (experienced ethnocentrism and downgrading). These contrasting dynamics afect migrants’ destination-country identifcation, their origin-country identifcation and, ultimately, their embeddedness in the destination country. Our results have important implications for multinational enterprises and policy makers that can contribute to enhancing skilled migrants’ community and career embeddedness. For example, these actors may nurture a work environment and provide supportive policies that bufer against the institutional sources of disadvantage we identifed in this study, while helping migrants to leverage the opportunities available in the destination country

In this paper, we address how different types of positive attitude towards international diversity among team members can influence team outcomes. Our study explores whether openness to language diversity could contribute to the effect of openness to value diversity becoming more salient. Data was collected from 1085 team leaders of highly globalised academic research teams in the Nordic region. The results show a significant and positive effect of openness to different cultural values on team outcomes. Furthermore, in teams rated more open to language diversity, the impact of openness to value diversity on team performance is enhanced. Effects of different types of diversity attitude have been assessed in extant literature. No prior studies, however, have focused on the interaction between the different types of diversity attitude. This is an important omission because one type of diversity attitude could function as a boundary condition for other types of diversity attitude.

The dissection of migrant identities is like a complex puzzle. Although cultural values comprise an integral component of cultural identity, the personal values of migrants are still understudied. This study examines the individual-level cultural values held by migrants who share a single ethnicity. Migrants are compared across age cohorts, ethnic generations and emigration waves as well as to nonemigrant home country nationals. The similarities between the groups lend support to the stability of cultural values. However, the differences revealed across the various migrant groups are also surprising insofar as they are not as large as might be expected given the physical, political and age separation between many of the groups. As migrant groups differed from nonemigrants, we question whether the timing of emigration is as important as the act of migration itself in shaping the cultural identities of migrants.

The chapter is rethinking the role of the university as a producer and consumer of knowl¬edge in the contemporary twenty-first-century context. It questions especially the way current and future leaders are “trained” to acquire standardized skill sets through propri¬etary “off-the-shelf” executive education. To explore roads for enhancing innovation and legitimacy of businesses and the standing of their global leaders, we revisit developments that occurred in different university models over a millennium. The universitas, defined as a community of students and masters, has been a surprisingly adaptive model which we believe can be more effective than ever if reintroduced in executive education today. The resulting “world of learning” draws on traditional university core values of creating an open and inclusive world of learning that is made of an informed, interconnected and mobile community of learners that grows and produces value by collectively engaging with contemporary challenges.

The field of cross-cultural leadership has seen a boom in empirical research over the last few decades, yet there are still few large-scale studies that seek explanations for leadership behavior. Earlier research has provided knowledge and awareness about differences and similarities in leadership attitudes, ideals, perceptions and preferences across countries and cultures, but to predict leadership behavior remains difficult. In this chapter, leader’s ‘action intent’ is proposed as a ‘close-to-action’ concept in contrast to the more ‘far-from-action’ concepts used in earlier leadership research. Importantly, for ‘close-to-action’ concepts to be able to provide better predictions these need to provide contextual and situational cues. In our study, carried out in 22 countries, respondents have ranked their preferred action alternative for six specific leadership scenarios. We find inter-country and intra-country variation in action intent for each scenario and meaningful correlations with culturally endorsed leadership ideals. Drawing on our empirical illustration we provide implications from our findings for global leadership. And although there are no simple answers as to how to predict leadership behavior, we posit that using ‘action intent’ as a leadership measure will generate a better understanding and provide stronger predictions of leader behavior globally.

The centrality of communication in international business (IB) is undeniable; yet our understanding of the phenomenon is partially constrained by a cross-cultural comparative focus as opposed to intercultural, process-oriented research designs that capture the dynamic nature of communicative interactions. Our brief review of studies at the intersection of culture and communication in the context of global work interactions reveals the dominant research trends that guided IB scholarship to date in this domain. We propose eight shifts in perspective to advance the field's theorizing and create avenues for further research.

Culture has a profound impact on interpersonal leadership, which refers to an everyday type of leadership involving leader interaction with subordinates. Typical interpersonal leadership actions include empowering, providing support and development, directing, following-up and giving feedback, as well as communicating and encouraging collaboration in teamwork. In early comparative leadership studies, variation in leadership behavior across countries was assumed to be due to cultural differences. This assumption was later empirically supported by cross-cultural leadership research. As leadership behaviors in multi-country studies did not demonstrate similar associative patterns regarding interpersonal leadership in different countries, the use of mainstream single-country derived leadership meta-categories was invalidated. New reliable, robust and culturally endorsed interpersonal leadership dimensions were developed and measured in large-scale, multi-country studies. These emerged from different perspectives: that of leader-centeredness measuring ideal leadership prototypes, and that of employee-centeredness, where subordinate preferences for interpersonal leadership are essential to granting the leader the "License to Lead." Deliberations on fundamental issues in studying interpersonal leadership across national borders in combination with contemporary trends, such as distance leadership, global virtual teams and intersectionality, led to the formulation of research implications and a research agenda for a better understanding of interpersonal leadership in the future.

The Research Handbook of Global Leadership is an exciting new Handbook that brings together an international, prominent group of scholars to take a fresh look at global leadership, and query why and how global leaders can make a difference in our world both today and in the future.