Case Sudy Global mindset is a collection of competencies that are critical for effective global leadership. We find significant differences in the
global mindset competencies that men and women bring to leadership roles. This highlights potentially important deficits in the genderhomogeneous
senior leadership ranks of most global companies.
The top ranks of most companies are male dominated. For example, in 2011, among Fortune 500 companies in the United States, women
held 16% of positions on companies’ boards of directors and less than 4% of chief executive officer positions (Catalyst, 2012). This has
important implications for global business, especially if men and women have different (and complementary) global mindset
competencies, and yet primarily men are found in leadership roles. Gender diversity in senior executive teams is associated with higher
sales revenues, larger profit margins, more customers (Herring, 2009), stronger IPO performance (Welbourne, Cycyota, & Ferrante,
2007), more effective senior leadership teams (Klenke, 2003), and better team performance (Zhang & Hou, 2012).
The extant literature shows that men and women do indeed differ in a variety of ways, including their leadership styles. For example, men
are generally more autocratic, competitive, aggressive, and more willing to take risks than women (Apesteguia, Azmat, & Iriberri, 2012
Gneezy, Niederle, & Rustichini, 2003). Among other things, women have been found in general to be more democratic, participatory,
nurturing, gentle, and sensitive than men (e.g. Diekman & Eagly, 2000 Eagly & Carli, 2004 Groves, 2005). The current substantial
literature on gender differences does not focus on global roles and is almost all domestically oriented. The purpose of our research is to
extend the current literature into global roles through an examination of the differences in the global mindset profiles of men and
women. This is an important direction given the fact that corporations are increasingly pursuing global markets, supply chains, and
strategic partners, thus requiring their managers to perform in global leadership roles (Mendenhall et al., 2012). We ask, “How do men
and women differ in their global mindset competencies?”
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