Rosabeth Moss Kanter

WHAT DO leaders do? And what will they do in the future? Is this any different in a globalizing world—that is, one in which there are plural public spheres—than in other contexts?

This paper offers a sociological, empirically grounded view of leadership that is both descriptive and normative. It is based on holistic case studies of international companies that examined the perspective of employees and managers on the ground in their local/national setting as they addressed, used, and influenced global frameworks.1 In short, the research, which is reported fully in my book, Supercorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, examined the widest possible ...

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