Processes of Leader Identification, Leadership Development, and Influence of Context in the Formation and Practices of Global Leaders: Evidence from Nigerian International Banking Sector

Abstract

This thesis, explores ‘Processes of Leader Identification, Leadership Development, and Influence of Context in the Formation and Practices of Global Leaders from Nigerian International Banking Sector’. The study addresses three gaps in the existing literature; notably a dearth of research in multi-nationals from emerging economies (EMNCs) with western subsidiaries, lack of definitive description of global leadership competencies, and lack of common understanding of what is required to develop and prepare global leaders. Specifically, the study addresses: (i) how global leadership is perceived by Nigerian MNCs, and the challenges of global leadership, (ii) essential global leadership competencies and, (iii) the influence of context in the formation and practice global leaders. The study utilised a multiple-case study design, a sample of four cases of Nigerian multi-nationals (MNCs) with UK subsidiaries. Primary data was collected through 47 indepth semi-structured interviews, conducted with top management, HR directors, senior managers, and line managers of other functional departments in the UK subsidiaries and Nigerian headquarters respectively. The study findings revealed that Nigerian MNCs have a standard approach to global leadership development process comprising of four stages: (i) Analysis of internal and external cultural and contextual contingencies, (ii) the identification of high-potential, (iii) the selection process of high-potentials, and (iv) intervention programmes for the development of high-potentials. It was also revealed that Nigerian Global leaders in the United Kindgom faces three common challenges including; (i) gaining collaboration and acceptance, (ii), buiding trust and public image, and (iii) managerial challenges. The findings contribute to knowledge in various ways: First, despite the influence of culture and context on global leadership, culture and context does not constrain global leaders from adopting universal practices. The finding contributes to the situational and contingency leadership theoretical arguments that different situations, contingencies, culture, and contexts influence how global leaders adapt and lead across national borders (Avio, 2009; Bass 1990; Lock and Ree 2020). Second, the study expands knowledge on the existing debate regarding what constitutes effective global leadership.