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Journal Article 1: Vogelgesang, G., Clapp-Smith, R., and Osland, J. (2014). The relationship between positive psychological capital and global mindset in the context of global leadership. Journal of Leadership & Organizational Studies, 21, 165–178.

Abstract: 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.

Journal Article 2: Wang, L., Turnbull James, K., Denyer, D., & Bailey, C. (2013). Western views and Chinese whispers: Re-thinking global leadership competency in multi-national corporations. Leadership, 10, 471–495.

Abstract: Multi-national corporations (MNCs) appoint Chinese managers at middle management level locally and make extensive efforts to develop their leadership capabilities, yet the number of Chinese managers progressing to senior global level leadership positions lags behind the expectations of both MNCs and local managers. MNC leadership models, often represented in leadership competency frameworks (LCFs), reflect implicit ideas of leadership largely common to executives who share similar (western) cultural backgrounds. This is reinforced by leadership literature that is also strongly influenced by a western perspective. Local managers from non-western cultural backgrounds may hold different conceptions of leadership and struggle to understand MNC leadership requirements. This study explores the leadership constructs of 31 senior global executives and those of 59 local Chinese managers in MNCs operating in China by means of repertory grid methodology. The differences between the two groups and between each group and the LCFs used in their organizations revealed important differences: half the key constructs of leadership used by the senior global leaders were not identified as important or commonly used by the Chinese managers. Most of the ‘missing’ constructs reflect charismatic and transformational leadership characteristics. When compared with the MNCs’ leadership frameworks, differences between the senior global leaders constructs and their company LCFs were found. The gaps between the Chinese managers’ constructs and the same frameworks were even greater. These findings have implications for global leadership theory and practice.

Journal Article 3: McCrae, R. R, Realo, A., & Allik, J. (2008). Interpreting GLOBE societal practices scales. Journal of Cross-Cultural Psychology, 39, 805–810.

Abstract: Some of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Societal Practices scales ask for descriptions of typical personality traits that might be interpreted as judgments of national character. Ratings of national character reflect cultural identities and social dynamics, but previous research suggests that they are unrelated to the mean personality traits of the culture's members. Analyses at the culture level comparing GLOBE scales with aggregate assessed personality traits (n = 34) and with measures of perceived national character (n = 33) showed that these GLOBE scales are better construed as unfounded stereotypes than as actual depictions of the society members' personality traits.