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The Role of Emotional Intelligence in Global Leadership

In: Global Enterprise Management

Author

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  • Svetlana Holt

Abstract

Most chief executives consider foreign markets a key factor in their companies’ future success. Even small and medium-sized businesses are experiencing globalization by interacting with their worldwide customers, suppliers, employees, and competitors. Consequently, developing global managers is an integral part of these firms’ long-term strategic planning, involving purposeful steps to develop future leaders with correct global perspectives and experience to implement global strategies in all aspects of business function: information management, research and development (R&D), operations, finance, and especially marketing and human resource management. When negative consequences of bad leadership choices are highly publicized and costly, what makes an effective global leader? Why is culture referred to as the software of our minds? Are our perceptions on leadership culture bound? In the age of globalization and the increasing speed of information exchange, a lot of discussion has been revolving around the relationships between divergent cultures (Bjerke, 1999; Bowles, 2011; Hofstede, 1980; Plante, 2013). The purpose behind this discussion is to better understand alternative expectations of leaders and the relationships between cultures and values, and to examine regional contexts that shape our understanding of leadership.

Suggested Citation

  • Svetlana Holt, 2015. "The Role of Emotional Intelligence in Global Leadership," Palgrave Macmillan Books, in: Angelo A. Camillo (ed.), Global Enterprise Management, chapter 0, pages 121-137, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-51070-9_8
    DOI: 10.1057/9781137510709_8
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