An exploration of two perspectives on global leadership and the potential consequences for global leadership development

The paper explores two logics of global leadership; the logic of instrumentality and the logic of appropriateness. These two logics and their relation to multinational enterprises are traced in organizational theory and in global leadership theory and the consequences of the two logics for the design of global leadership development programs are explored. It is argued that applying a logic of instrumentality uncritically to global leadership in multinational enterprises is potentially fraught with great risk given the diversity and complexity of MNEs and their environments. It is suggested that a logic of appropriateness in global leadership and in global leadership development programs constitutes a viable, suitable and complementary alternative. What is referred to as a mixed service logic of global leadership development programs involves exploration and reflection concerning the particular contexts in which global leadership processes and exemplifies a logic of appropriateness in global leadership and global leadership development