Getting more than you Expect: Global Leader Initiative to Span Structural Holes and Reputational Effectiveness

Abstract

In this chapter, we draw on social capital and role theories to develop a theoretical model of global leader initiative and reputational effectiveness in spanning structural holes. We define global leaders as those assigned to work locations outside the borders of their home country. Global leaders (by virtue of their global work assignments) occupy structural holes that span geographical boundaries. By definition, this position provides them with special opportunities to use their social capital to span these structural holes. Our model aims to make two key contributions. First, we focus on firm and individual factors that influence the extent to which global leaders proactively use their social capital. Second, we address local, corporate, and personal factors that influence the relationship between spanning behavior and reputational effectiveness. We discuss research implications for testing our propositions and practical implications for applying the model to work organizations, with an emphasis on the benefits of more effectively leveraging the social capital of global leaders.

Citation

Van Dyne, L. and Ang, S. (2005), "Getting more than you Expect: Global Leader Initiative to Span Structural Holes and Reputational Effectiveness", Mobley, W.H. and Weldon, E. (Ed.) Advances in Global Leadership (Advances in Global Leadership, Vol. 4), Emerald Group Publishing Limited, Leeds, pp. 101-122. https://doi.org/10.1016/S1535-1203(06)04008-1