Rachel Clapp-Smith

The Relationship Between Positive Psychological Capital and Global Mindset in the Context of Global Leadership

Using the broaden-and-build theory as an organizing framework, we hypothesized and tested a model that provides evidence for the role of positivity in global leader competence. We found that positive psychological capital (PsyCap) mediates the relationship between global mindset and three relevant global leader competencies: nonjudgmentalness, inquisitiveness, and performance. PsyCap partially mediates the relationship between cognitive complexity and nonjudgmentalness and fully mediates the relationship between cosmopolitanism and inquisitiveness. Cognitive complexity and nonjudgmentalness both have direct relationships with performance. We include implications for global leadership selection, training, and development and future directions for PsyCap research in relation to global mindset.

Defining the “Mindset” in Global Mindset: Modeling the Dualities of Global Leadership

Abstract Global mindset is an important theme in the international business strategy and organizational behavior literatures. However, these different paradigms define and operationalize global mindset in disparate ways, which creates problems for conducting empirical research as the disparity hampers the development of testable models. This article seeks to unify the different paradigms by introducing a third perspective from cognitive psychology that clarifies the process of mindset activation. We apply a process model of mindset activation to global mindset to build a theory of mindset switching relevant for global leaders. We operationalize global mindset as a dynamic process of mindset switching and suggest that the most appropriate mindset for a situation can be primed to activate. We also propose cosmopolitanism and cognitive complexity as antecedents to appropriate mindset activation and mindset switching. Finally, we suggest that mindset/situation congruence results in global leader creativity and boundary spanning. By applying the cognitive psychology literature to global mindset research, we clarify the process of global mindset and why it is important for leaders to understand how different primes might activate the most appropriate mindset. Our model provides a means for managers to become more cognitively aware of how they problem solve in a highly complex and multilayered world. This paper proposes a unique, dynamic model that captures dualities of global leadership. The model provides a new perspective of global mindset that is testable with existing measures and procedures.

The transformational triggers of international experiences

Purpose – The purpose of this paper is to identify the antecedents of the transformational learning process associated with early international experiences. Secondarily, this research aimed to explain how the antecedent “transformational triggers” may contribute to developing intercultural competencies. Design/methodology/approach – A qualitative study was conducted using open-ended survey response data regarding the transformational triggers that occurred during a study abroad program. The data were collected from a sample of 82 participants from a Midwestern university in the USA. Findings – Four categories of transformational triggers were identified: immersing with local customs and people, experiencing the novelty of “normality,” communicating in a new language, and finding time for self-reflection. Research limitations/implications – For a qualitative study, the sample size was sufficient for exploring the types of transformational triggers associated with early international experiences. One limita...

Metacognition, cultural psychological capital and motivational cultural intelligence

Purpose – The purpose of this paper is to discuss the concept of cultural psychological capital, its impact on motivational cultural intelligence (CQ), the influence of motivational cultural intelligence on metacognitive awareness, and the moderating role of perspective taking on the relationship between motivational cultural intelligence and metacognition. Design/methodology/approach – Collected data from international management program alumni to test the hypotheses. Findings – The results show that cultural psychological capital has a positive relationship with motivational cultural intelligence, which in turn relates to metacognitive awareness, and perspective taking does not moderate the relationship between motivational cultural intelligence and metacognition. Research limitations/implications – The data were collected from a single source. The study supports broaden-and-build theory (Fredrickson, 2001) by demonstrating that cultural psychological capital has an important association with motivation...

Developing global leaders through building cultural self-awareness

A growing body of literature on global leadership acknowledges the importance of intercultural competencies, but has yet to address the fundamental role of implicitly learned cultural beliefs on global leader development. This article introduces cultural self-awareness as a mechanism that applies an explicit mode of learning based in social cognitive theory to the implicitly learned aspects of culture. Cultural self-awareness is the ability to identify personal beliefs and values that are sourced from one’s cultural upbringing and to recognise the influence of this cultural conditioning on behaviour. Building cultural self-awareness can facilitate the development of intercultural competencies in global leaders through a process of examining the source of personal cultural beliefs and values, identifying the tendency to use personal beliefs as a reference for evaluating others, and recognising how specific cultural beliefs shape leadership behavioural responses.

Understanding the Role of Cultural Intelligence in Individual Creativity.

Employing creative cognition theory, this study investigates the relationship between cultural intelligence (CQ) and creativity. Using data from 394 full-time employees, metacognitive, cognitive, and motivational forms of CQ were found to have positive relationships with individual creativity. In addition, the positive effect of cognitive CQ on creativity was more pronounced when curiosity was high. However, the influence of metacognitive CQ on creativity was enhanced when curiosity was low. Several contributions to the multicultural creativity literature are offered.

Harnessing Global Mindset to Positively Impact Advances in Global Leadership through International Human Resource Management Practices

One of the biggest challenges facing global organizations is the ability of leadership and International Human Resource Management (IHRM) professionals to capture the positive outcomes of a diverse workforce while fostering inclusion amongst its workers. New theory based upon optimal distinctiveness theory has challenged researchers to approach inclusion in a holistic manner, transcending political boundaries and cultural meanings of diversity to instead promote the uniqueness of individuals within-group belongingness. This chapter proposes a theoretical model that suggests leader capabilities such as global mindset can foster inclusiveness while reaping the benefits of unique backgrounds and diverse ideas. Two important individual-level outcomes of inclusiveness are presented: creativity and psychological safety. Also discussed are implications for strategic IHRM through recruitment, selection, talent management, and performance management activities.

Cross-Domain Antecedents of Leader Behaviors at Work: An Examination of Leader Identity

Building on theory about leader identity and multi-domain leadership, we hypothesize that recognition of an individual as a leader by family and friends positively impacts the individual’s own sens...

Age Diversity and Leadership: Enacting and Developing Leadership for All Ages

Globally, the workforce is changing. By 2050, the number of people over the age of 60 around the world is estimated to be over 21.1 per cent (United Nations 2013). These aging populations, coupled with increasing national retirement ages and decreasing retirement benefits, are creating a new challenge for organizational leaders as employees continue working well into what was once considered retirement age (The Economist 2014). Labor participation for those aged 65 and older totaled 8 per cent in developed regions and 31 per cent in developing regions; this participation in developed countries is expected to continue to grow up to 20 per cent by 2020 (United Nations 2013).

An Enrichment/Impairment Perspective on Leading in Multiple Domains: The Impact on Leader/Follower Well-Being and Stress

Abstract We propose a model of multidomain leadership and explain how it drives leader and follower well-being and stress. Multidomain leadership engagement, or the application of leader knowledge, skills, and abilities across domains, results in either an enriching or impairing experience for the leader. The result is influenced by the leader’s self-regulatory strength and self-awareness, as well as the amount of social support and domain similarity. An enriching experience leads to increased self-efficacy, self-regulatory strength, and self-awareness, which in turn leads to increased leader (and subsequently follower) well-being and reduced leader (and subsequently follower) stress. Enriching experiences also tend to drive further engagement and enriching experiences, while impairing experiences do the opposite. Implications and directions for future research are discussed.