Use the "critique of an acdamic article" from Massey university to critique the Mind the gap: gender diffferences in global leadership in self $-$ efficancies

MIND THE GAP: GENDER DIFFERENCES IN GLOBAL LEADERSHIP SELF$-$EFFICACIES

MANSOUR JAVIDAN

Arizona State University

AMANDA BULLOUGH

University of Delaware

REBEKAH DIBBLE

University of San Francisco

The current literature suggests that to succeed in global roles, one needs a global mindset, and in this study, we examine gender differences in global leadership selfefficacies in a random sample of $1,187$ managers from $74$ countries. Using the Global Mindset Inventory, we found that women demonstrated stronger global leadership profiles in regard to passion for diversity, intercultaral empathy, and diplomacy. Conversely, men tended to show strong global leadership self$-$efficacies regarding global business savvy, cosmopolitan outlook, and interpersonal impact. We discuss the implications of our findings for shared leadership in global contexts and offer a sories of suggestions regarding future directions for research.

Given the rapid pace of globalization, organizations increasingly need leaders who can work offectively in global roles. Research has suggested that for global leaders to succeed, they will need a strong global mindset $($Javidan$.$ Teagarden, & Bowen, $2010),$ a multifaceted construct that enables leaders to influence individuals from different cultural, political, and institutional systems $($Johnson$,$ Lenartowicz, & Apud, $2006).$ To be effective in diverse environments, leaders could benefit from an understanding of how their personal style and behavior may differ from those of others to avoid "misattributions, misunderstand. ings, and misinterpretations" $($Ayman & Korabik. $2010,$ p$.157).$

Gaining such an understanding is critical because not all individuals are equally strong in all global mindset characteristics. Individual leaders rarely encompass all the qualities required for effective leadership in a global context and therefore share

The authors would like to acknowledge the helpiul and constructive feedback from the editor and three anony. mous reviewers.

different leadership responsibilities with others based on leadership needs and the unique skill sets of each leader. Accordingly, various authors have emphasized the importance of shared leadership, which has been defined as collective influence within a group or leadership by the group as a whole $($Ensloy$.$ Hmieleski, & Pearce, $2006$: Muethel, Gehrlein, & Hoeg$1,2012$; Pearce a Sims. $2002).$ Shared leadership has also been characterized in terms of the serial emergence or shifting of official and unofficial leaders within a group as required by the context or circumstances in which the group operates $($Carson$,$ Tesluk, & Marrone, $2007$: Pearce & Wassenaar, $2014$: Pearce, Yoo, & Alavi, $2004).$

Shared leadership has been conceived largely in terms of the density or overall amount of leadership shown by a group of individuals $($Carson et al$.,2007$ ; Wang. Waldman, & Zhang. $2014).$ However, shared leadership can also be conceptualized in configural terms by considering how different individuals can play a leadership role in different circumstances depending on their unique capabilities or attributes. Thus, it may be important to understand the

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