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Item Global Mindset Development: Qualitative Research of Japanese Business Leaders Based on the Global Mindset Inventory(2023-12) Matsuura, YasunariJapanese multinational enterprises (MNEs) have been expanding globally since the 1990s, seeking new markets around the world that may compensate for shrinking domestic markets. They have always been in need of global leaders who drive global expansion but have failed to develop them successfully. The purpose of this study was to find out which competencies of the global mindset Japanese business leaders find challenging to develop and explore how such competencies can be acquired or developed. The conceptual frameworks used for this study were the global mindset inventory (GMI), which outlays nine major global leadership competencies, and the global leadership development ecosystem (GLDE), which connects the constructs of the GMI and learning methodologies to develop them. These models were tested on a sample of 13 Japanese participants with rich international experience. The results of the qualitative analysis revealed that (a) seven out of nine GMI factors were supported, but the remaining two received mixed views; (b) humility was suggested as a critical factor of global leadership, which is not included in the GMI; (c) local language and business customs were the most challenging expertise to develop; and (d) the top method the Japanese leaders used to develop the global leadership was work experience. Implications of this study include (a) it is important to distinguish competencies that are essential in the Western leadership style and those in the Japanese leadership style; (b) humility is regarded as critical for global leadership not only in the Japanese but also in the Western realm; and (c) leadership competencies required in the local workplace are the combination of leadership competencies viable universally and those unique to the local environment. Recommendations are made on practical approaches to global leadership development, and areas of further research are suggested.Item To Apologize or Not to Apologize… What Else Is in Between? A Case Study Analysis with Implications for Leaders & Organizational Context(2022-12) Sega, TaylorThe purpose of this content analysis case study was to determine if there was a correlation between the leadership apology behaviors utilized after a scandal, the organizational context, and the leadership style responsible for building the context by utilizing a case study content analysis. The six cases examined were the Nixon Watergate scandal, the NFL Colin Kaepernick controversy, the Wells Fargo fraudulent account scandal of 2016, the JetBlue crisis of 2007, the Emma Watson reparations statement made in response to performative allyship claims in 2020, and the Toto Wolff apology to Sir Lewis Hamilton after the 2022 Imola Grand Prix loss. The researcher provided a history of the existing literature on the field of apologies and analyzed the cases before examining the organizational context, the visible leadership style, the apology delivered by leadership, and the responses from the constituents. The researcher utilized publicly available information, archival data, and articles to analyze the cases as well as Diction software to measure for emotional tonality of the apology. The data suggest that there is a tri-directional relationship between the organizational context, the leadership style utilized, and the leadership apology behaviors. These data are presented and discussed in addition to limitations, suggestions for future research, and broader implications.