Chapter 7: Global Women Leaders: Leadership Cartography as a Proposed Approach

Over the past 25 years, multinational companies (MNCs) have proliferated and globalization has moved from periphery to center stage. Although globalization is not a new phenomenon, global leadership is a nascent field of inquiry that has received much less attention than traditional leadership. According to Mobley and Dorfman (2003), the culprits are the relative dearth of leadership talent, the inadequacy of global leadership development processes, and the continued derailment of international executives. As a result, global leadership qualifies as an adolescent theory (Sonpar & Golden-Biddle, 2008), mainly because it has yet to reach paradigmatic consensus (Glynn & Raffaelli, 2010). Brodbeck and Eisenbeiss (2014) concluded that “as organizations increasingly face global markets and operate across national borders, career paths become more and more international, and management assignments are most likely to involve multicultural contexts” (p. 672).