BEGIN:VCALENDAR VERSION:2.0 PRODID:-//events.la.psu.edu//EN CALSCALE:GREGORIAN BEGIN:VTIMEZONE TZID:America/New_York BEGIN:STANDARD DTSTART:20201101T020000 TZOFFSETFROM:-0400 TZOFFSETTO:-0500 RRULE:FREQ=YEARLY;BYMONTH=11;BYDAY=1SU END:STANDARD BEGIN:DAYLIGHT DTSTART:20200308T020000 TZOFFSETFROM:-0500 TZOFFSETTO:-0400 RRULE:FREQ=YEARLY;BYMONTH=3;BYDAY=2SU END:DAYLIGHT END:VTIMEZONE BEGIN:VEVENT UID:12507-c452f3662e295f8b137266bdd8c49e6a@events.la.psu.edu DTSTAMP:20260808T095106Z DTSTART;VALUE=DATE:20210311 SUMMARY:B. Sebastian Reiche, “How Global Leaders Advance Organizational Goals: T he Power of Downward Deference” DESCRIPTION:\nPositional power is an integral element to achieve organiz ational goals. At the same time\, there are important limits to formal h ierarchy when it comes to advancing organizational goals\, for example a s leaders seek to penetrate and cultivate non-native markets where they have limited expertise. However\, we know little about how global leader s get their work done. To advance our understanding of global leadership \, positional power and social distance\, I draw on results from a recen t study that theorizes about how people with positional power enact down ward deference—a practice of lowering oneself to be equal to that of low er power workers. An analysis of 115 top global leaders at a large U.S. company revealed that some leaders enacted downward deference when they recognized that they had less expertise\, networks\, and influence relat ive to their local subordinates. This manifested in two ways: 1) attempt s to reduce social distance\, which involved seeking connection\, earnin g trust\, and participating in adjacent collaboration with local subordi nates\; and\, 2) yielding to subordinates’ expertise by privileging thei r judgement\, transferring influence to them\, and conforming to their l ocal hierarchical expectations. Supplementary quantitative analyses show ed that previous experiences in foreign cultures\, both in terms of tota l time spent abroad and exposure to cultures that were distant from thei r own\, correlated with adopting downward deference. Those leaders also had higher job performance ratings\, and were promoted to higher executi ve levels over time compared to their counterparts who did not practice downward deference.\n\nB. Sebastian Reiche (Ph.D.\, University of Melbou rne\, Australia) is professor of people management at IESE Business Scho ol in Barcelona\, Spain. At IESE\, he serves as associate director of fa culty\, academic director of the Program for Management Development and is member of the Academic Committee for Executive Education. Sebastian i s an expert on the forms\, prerequisites and consequences of global work \, international HRM\, global leadership and knowledge transfer. His wor k has appeared in leading scholarly outlets\, including Academy of Manag ement Discoveries\, Academy of Management Journal\, Journal of Internati onal Business Studies\, Journal of Management Studies\, Organization Sci ence\, and Personnel Psychology\, among others. Sebastian’s contribution s have been acknowledged by the International HRM Scholarly Research Awa rd of the Academy of Management in two consecutive years and the Journal of International Business Silver Medal\, and have featured in the inter national press\, including The Economist\, Financial Times\, BBC Capital \, and Forbes. He has co-edited Readings and Cases in International Huma n Resource Management (6th edition\, Routledge) and International Human Resource Management (5th edition\, Sage). In addition\, he serves as ass ociate dditor of Human Resource Management Journal and co-editor of Adva nces in Global Leadership. Sebastian has consulted with companies such a s SAP\, Haier\, Wacker and Puig\, and has designed\, directed and delive red Custom Executive Education programs for a number of companies\, incl uding Boehringer Ingelheim\, Deloitte\, Allied Irish Banks\, and Rijk Zw aan. Sebastian advises start-ups in the human capital space and regularl y blogs on the topic of global work (blog.iese.edu/expatriatus).\n\nMode rator: Maja Vidovic\, assistant teaching professor of human resource man agement\, CIHRS\, Penn State\n\nFor more details: https://events.la.psu. edu/event/how-global-leaders-advance-organizational-goals/ X-ALT-DESC;FMTTYPE=text/html:

Positional powe r is an integral element to achieve organizational goals. At the same ti me, there are important limits to formal hierarchy when it comes to adva ncing organizational goals, for example as leaders seek to penetrate and cultivate non-native markets where they have limited expertise. However , we know little about how global leaders get their work done. To advanc e our understanding of global leadership, positional power and social di stance, I draw on results from a recent study that theorizes about how p eople with positional power enact downward deference—a practice of lower ing oneself to be equal to that of lower power workers. An analysis of 1 15 top global leaders at a large U.S. company revealed that some leaders enacted downward deference when they recognized that they had less expe rtise, networks, and influence relative to their local subordinates. Thi s manifested in two ways: 1) attempts to reduce social distance, which i nvolved seeking connection, earning trust, and participating in adjacent collaboration with local subordinates; and, 2) yielding to subordinates ’ expertise by privileging their judgement, transferring influence to th em, and conforming to their local hierarchical expectations. Supplementa ry quantitative analyses showed that previous experiences in foreign cul tures, both in terms of total time spent abroad and exposure to cultures that were distant from their own, correlated with adopting downward def erence. Those leaders also had higher job performance ratings, and were promoted to higher executive levels over time compared to their counterp arts who did not practice downward deference.

B. Sebastian Reiche (Ph.D., University of Melbourne, Australia) is professor of people manag ement at IESE Business School in Barcelona, Spain. At IESE, he serves as associate director of faculty, academic director of the Program for Man agement Development and is member of the Academic Committee for Executiv e Education. Sebastian is an expert on the forms, prerequisites and cons equences of global work, international HRM, global leadership and knowle dge transfer. His work has appeared in leading scholarly outlets, includ ing Academy of Management Discoveries, Academy of Managemen t Journal, Journal of International Business Studies, Journal of Management Studies, Organization Science, and < em>Personnel Psychology, among others. Sebastian’s contributions ha ve been acknowledged by the International HRM Scholarly Research Award o f the Academy of Management in two consecutive years and the Journal of International Business Silver Medal, and have featured in the internatio nal press, including The Economist, Financial Times, < em>BBC Capital, and Forbes. He has co-edited Readings and Cases in International Human Resource Management (6th edition, Routledge) and International Human Resource Management (5th edi tion, Sage). In addition, he serves as associate dditor of Human Res ource Management Journal and co-editor of Advances in Global Le adership. Sebastian has consulted with companies such as SAP, Haier , Wacker and Puig, and has designed, directed and delivered Custom Execu tive Education programs for a number of companies, including Boehringer Ingelheim, Deloitte, Allied Irish Banks, and Rijk Zwaan. Sebastian advis es start-ups in the human capital space and regularly blogs on the topic of global work (blog.iese.edu/expatriatus).

Moderator: Maja Vidov ic, assistant teaching professor of human resource management, CIHRS, Pe nn State

For more details: https://events.la.ps u.edu/event/how-global-leaders-advance-organizational-goals/

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