Titlebook: Leading Global Teams; Translating Multidis Jessica L. Wildman,Richard L. Griffith Book 2015 Springer Science+Business Media New York 2015 C

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Coaching Global Teams and Global Team Leadersational objectives. Global teams, whose membership spans national boundaries, face numerous hurdles in their efforts to achieve high levels of performance. Typically, they operate across different time zones, accomplish much if not most of their work remotely, interact primarily through technology-a

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Alternate Views of Global Leadership: Applying Global Leadership Perspectives to Leading Global Teamroaches to examining the intersection between these constructs. The present chapter reviews the dominant paradigms in global leadership and in teamwork in a global context. Specifically, the global leadership and cross-cultural leadership literatures are reviewed, along with the literatures on multi

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Leadership for Global Virtual Teams: Facilitating Teamwork Processesss as they apply to virtual teams: (a) team emergent states, (b) team phases, (c) teamwork processes, and (d) team leadership functions. First, we elaborate the importance of team emergent states, highlighting their relevance to team success and acknowledging that leadership is a prominent force to

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Faultline Deactivation: Dealing with Activated Faultlines and Conflicts in Global Teamsutcomes of global teams are often hampered by team conflicts, few effective ways to prevent conflicts have been proposed. One of the main causes of conflicts in global teams are team faultlines, which are hypothetical dividing lines that can split a team into subgroups based on the team members’ dem