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Can leadership branding work in theory and practice to resolve the integration-responsiveness problems facing multinational enterprises?

Lookup NU author(s): Dr Julie Hodges, Geoffrey Martin

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Abstract

Leadership branding has been proposed as a new approach for transforming the impact of leaders in organizations by developing a shared leadership identity. There has, however, been little empirical evidence to support the concept. In this paper, we combine new theories of leadership identity construction with dialogue theory to provide a more adequate explanation of why leadership branding might offer multinational enterprises (MNEs) with a useful conceptual framework and a set of practices to help resolve the integration-responsiveness problems they face. We do this by using data from a longitudinal case study of a UK-based MNE. Our findings support the claims that successful identity construction and dialogue help explain the process of leadership branding. They also show that a leadership-structure schema emphasizing shared values and dialogue can assist in resolving integration-responsiveness problems in MNEs, although strong corporate leadership brands are difficult to establish and may not be beneficial in the long term.

Publication metadata

Author(s): Martin G; Hodges J

Publication type: Article

Publication status: Published

Journal: International Journal of Human Resource Management

Year: 2012

Volume: 23

Issue: 18

Pages: 3794-3812

Print publication date: 06/02/2012

ISSN (print): 0958-5192

ISSN (electronic): 1466-4399

Publisher: Routledge

URL: http://dx.doi.org/10.1080/09585192.2011.654235

DOI: 10.1080/09585192.2011.654235

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