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Global Mindset: The New Science of Global Leadership

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September 30th, 2009    

Global Leaders Need Global Mindset®
Global Mindset is "the ability to influence individuals, groups, organizations and systems that are unlike the leader’s.”

Working in tune with people from other parts of the world is not something that most of us have been prepared and developed for. Contrary to conventional wisdom, the world is NOT flat; it’s quite bumpy.

In today’s global business environment, corporations need managers, leaders and employees who can influence those from other cultural and institutional backgrounds. Global Mindset is a set of individual attributes that helps a global manager succeed in global environments, and has three major components:

  • Intellectual capital
  • Psychological capital
  • Social capital

This presentation will cover Global Mindset — what it is, how it has been developed, how it can be measured and in what way it can positively impact your talent pool, and ultimately your organization’s bottom line.

About the Webcast Leader:

Mansour Javidan, Ph.D., is the primary editor and writer of the recently published GLOBE book and the co-principal investigator of the GLOBE Phase 3 research program. The book was the recent winner of the Society for Industrial and Organizational Psychology’s (SIOP) award competition for "The M. Scott Myers Award for Applied Research in The Workplace.”

Javidan has been designated an Expert Advisor (Global Leadership) by the World Bank and a Senior Research Fellow by the US Army. He also is on the Board of Directors of Business for Diplomatic Action. He has designed and taught a variety of executive development courses, offered and facilitated workshops, conducted consulting projects and made presentations in 22 countries around the world.

A proven academic, Javidan took a four-year sabbatical from his university teachings to work with the CEO of TransCanada PipeLines, a multibillion dollar Canadian energy company. Javidan was instrumental in helping the CEO develop new directions and strategies, and facilitate cultural change within the company and its pipeline business. He was directly involved in the acquisition of a $15 billion corporation, at the time the largest such merger in Canada. He established a process for new business development that involved more than 200 employees throughout the company and produced new business ideas estimated to produce $50 million in net after-tax earnings.

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