This message is a reminder that the submission deadline for the Special Issue on Global Leadership at the European Journal of International Management (EJIM) is fast approaching — February 15th. 


Please send one copy of your paper in the form of an MS Word or PDF file attached to an e-mail (details in Author Guidelines to each of the editors:

Martha Mazenvski

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Mark Mendenhall

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GŁnter K. Stahl

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Please also submit a copy by February 15, 2012 to the EJIM Editorial Team at :


EJIM Editorial Team

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IEL Editorial Office

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Please include in your email to EJIM the title of the Special Issue, the title of the Journal and the name of the Guest Editors.


The original call for papers is below:




European Journal of International Management (EJIM)


Special Issue on Global Leadership


Guest Editors:

Martha Maznevski, IMD, Switzerland

Mark Mendenhall, University of Tennessee, Chattanooga

GŁnter K. Stahl, WU Vienna, Austria, and INSEAD, France and Singapore



The construct of global leadership was born out of the needs of corporations in the 1990s to adopt global strategies, expand internationally, and compete in the global marketplace (Black, Morrison & Gregersen, 1999; Mendenhall, 2008; Osland et al., 2006). Corporations realized that their managerial cadres were not prepared to operate in a global business environment and that people with global capabilities were needed to develop and implement new strategic initiatives, and as a result, they created company-specific global leadership models to guide their management development efforts. Following firms’ needs, scholars began to conduct research in this area, and the rate of publication throughout the 1990s dramatically increased and this trend has continued to the present.  


Since global leadership is a young field of study, no rigorous or collectively accepted definition of global leadership has yet emerged (Osland, 2008).  Much progress has been made in the field, yet much research remains to be done.  For example, there is a need to clarify the construct of global leadership, test existing models of global leadership empirically, and develop more robust measures of the various dimensions that constitute the multi-dimensional nature of the global leadership phenomenon.  To influence the practice of global leadership, we must develop richer developmental models of global leadership, continue to capture insight from expert global leaders (“positive deviants”) and integrate more nuanced insights from these experts into current models.  The field must also delineate the relationship between corporate responsibility and leadership in the global context, to address issues of overlapping constructs and ambiguity in these areas.


The aim of this special issue is to be a conduit for scholars who wish to explore the above and related issues in the field.  The editors are especially interested in papers that apply unique perspectives and analyses to the phenomenon. Qualitative and quantitative approaches are encouraged as well as papers that integrate findings in other fields in the social sciences with various aspects of the phenomenon of global leadership.


Subject Coverage

Examples of topics appropriate to the theme of global leadership include:

         Definition, clarification, and operationalization of the construct of global leadership.

         Psychometric and qualitative assessment and measurement of global leadership.

         Global leadership competencies.

         The relationship between global leadership and global talent management.

         Global leadership needs analysis projections across nations, governments, and industries.

         Inductive methodologies aimed at surfacing global leadership knowledge from “expert” global leaders.

         Corporate social responsibility and its connection to global leadership:  “responsible global leadership.”

         Theoretical, conceptual, and empirical investigations of the development process of global leadership expertise.

         The influence of corporate culture on global leadership within a firm’s managerial cadre.

         Analyses of best practices of global leadership development programs.

         Leading global teams.

         The role of global leaders in cross-border alliances, mergers and acquisitions.

         New theoretical models of global leadership or extensions of existing theories.

         Cross-national perceptions of global leadership.

         The role of higher education in developing global leaders.

         Effectiveness of external-to-firm programs in developing global leaders (Executive Education, Executive MBA, Custom-Programs).


Paper Submissions

The final deadline for full manuscript submission for consideration in the special issue is February 15, 2012


Notes for Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. All papers are refereed through a peer review process.  A guide for authors, sample copies and other relevant information for submitting papers are available on the Author Guidelines page (


Editors and Notes

For submissions of proposals (by May 20, 2011) and of final submissions (by February 15, 2012), please send one copy in the form of an MS Word or PDF file attached to an e-mail (details in Author Guidelines to each of the editors:

Martha Mazenvski

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Mark Mendenhall

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GŁnter K. Stahl

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Please also submit final manuscript submissions by February 15, 2012 to EJIM Editorial Team at :


EJIM Editorial Team


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