The Limits of Global Leadership: Commentary on Revisiting Carlos Ghosn’s Global Leadership Style

This commentary focuses on Carlos Ghosn’s trajectory at Nissan through the lens of the Japanese sociocultural context. This approach highlights the issues of Japanese identity, orientation toward trust, and organizational practices, providing a fuller and slightly different explanation for what occurred. In addition to Ikegami and Maznevski’s argument that global leaders have their limits and make errors, the author contends that overly demanding global leadership roles sometimes place impossible burdens on global leaders, suggesting that there might be a limit to global leadership itself.