Global Mindset, Intellectual Capital, and Leadership: Interlinking Qualities for Success in the Glob

Role of Intellectual Capital and Global Mindset

Global Mindset indulges in specific abilities, skills, sound knowledge that has been defined through scientific research. The purpose of this paper is to discuss the interlink-age between the global mindset and intellectual capital and how psychological capital can be included in the global mindset. The specific qualities of individuals for the role of Global Mindset permit the leaders in influencing organizations and leaders from variant cultures are tangibly significant for the effectiveness of leadership in the context of diversity. Globalization has welcomed several changes in the sphere of corporate. The corporate decision making whether or not to compete with the global competitors has become scarce and as a result, it has become nearly impossible to avoid. The global corporate needs to create staffing policies and strategies that are in sequence with the corporate objectives and goals. Due to the ever-changing corporate environment, the global mindset has become the prodigy that has often been regarded as the prior condition for the success of the corporate world, globally in the globalized corporate sphere (Lappe and Dörrenbächer 2017). The global concept of literature is gigantic where the circumstance is used in describing ways to conceive the world and conduct accordingly. Extracted from several types of literature, the global mindset with a strong grip within the field of global leadership and cognitive psychology, intercultural and strategic management literature, makes the circumstances theoretically distinct (Inkinen et al., 2017)

Intellectual capital is the understanding of the industry’s human resources that can be utilized for money-making or other purposeful matters or any other knowledge or information that furnishes the organization with a competitive benefit (Akhtar 2015).  It can also be defined as an asset of the organization as it includes resourceful information that the organization can use as its allotment for profit-making, to attract customers, in building new products, amplifying products, and for business enhancement. Intellectual capital is considered a treasure of the company as any organization accords for employee training, boosting customer relationships, product enhancement, and creating goodwill for the company. Human capital involves the employee’s knowledge, the interrelationship between the employees and the organization, training, and appraisal of employees, employee satisfaction, employees’ feedback regarding the organization, and other things that altogether contribute to the organization’s capital. If the rate of employee turnover within an organization is lower, then the organization is prone to having intellectual capital. In a world where the perceived boundaries of the nations are condensed by globalization, multinational industries have to bend more on global managers, for overcoming the obstacles of enlargement. But the skills and talents that amount to a talented manager in the national market may not be identical to the international markets. For instance; managerial skills, knowledge, and abilities that create a successful manager at the homeland may not be efficient enough to justify the rising risk included in the context of international business. Defining cultural intelligence means the capability of the person to get accustomed to new cultural backdrops. On the other hand, a global mindset is defined as the way to approach the outer world and the propensity to extract from a wider vision (Vuong 2016). 

Global Mindset and Leadership

The 20th century is marked as the era of globalization. The advancement in communication and information technology and means of transportation has built a bridge and shrunk the human boundaries for participating in the world of corporate business, globally (Yari et al., 2020). There are three primary dimensions on which a Global Mindset can be measured; social, psychological, and intellectual. 

A global mindset is the set of individual attributes which helps managers to influence groups, people, and organizations across the world. However, working globally brings a lot of complexities, the lack of stern large-scale pragmatic research on global leadership, and the challenges companies face while searching for global leaders. Research states that while working from different parts of the globe, the way of defining problems varies and they may be completely different to explain and so is the solution. This is why the role of a manager becomes consensus and creative among such people who place different perspectives on the table. While speaking of globalization, the repercussion of the global strategy of the organization is that managers will be asked to work more while dealing with people from other parts of the world. 

As per the study of Thundederbird’s “GMI” or “Global mindset Inventory,” the global mindset of an individual can be categorized into three primary dimensions and nine secondary dimensions. 

The three dimensions of Global Mindset are; “Global psychological capital”; which is the Global Mindset’s effective aspect. It refers to the emotional energy and willingness of the manager for engaging in a global environment. It portrays a positive and constructive attitude towards the diverse nature of action and thoughts. The second is the  “Global Social Capital” which refers to its behavioral aspect. It displays the ability of the manager to act in a certain way to help in building trustworthy relationships with individuals from outside the border. The third is the “Global Intellectual capital”, which refers to the Global Mindset’s Cognitive aspect. It commits to what the manager knows and how much regarding the global industry within the industry and its macro surrounding, and how easily the manager can digest, analyze, and interpret that information. These three dimensions are interrelated. For instance; the psychological Global capital aids a manager in leveraging the company’s global intellectual capital. A manager may have knowledge regarding other cultures and may stay updated about the world’s events, but with the absence of a sound global psychological capital manager may lose interest in working alongside people from across the nation and may find it frustrating and exhausting. 

Global Mindset Dimension

A vast majority of global wealth in today’s world relies on intangible factors including the Intellectual Capital (IC) of a firm (Nawaz and Haniffa 2017). Researchers have presented that in today’s; economic knowledge industry gathers intangible and primary assets that are termed as the IC of the firm. The IC concept covers the capabilities and intangible resources that are required for the functioning of the firm, to compete in the market, and to pieces of research build value. To look for the findings of intangible and knowledge to create function value of the organization and be competitive in the market, management researchers have brought up a perspective that is labeled as Intellectual Capital accounting (Hussinki et al., 2017).  This perspective aims to identify, report resources of knowledge, and measure the same along with those activities that help in building these resources, helping the firm to understand how it can manage and measure for fulfilling the purpose and enhancement of the firm and take control of the management for better performance in the global market. The aspect of Intellectual Capital Accounting (ICA) has drawn interest across the globe, stimulating academic research activities and organizational evolution in several different countries (Inkinen et al., 2017). Studies on IC states that it is based on mainly three elements linked with organizational or structural, human, and social or relational dimensions. These three dimensions of IC have been vividly implemented in factual studies that concern IC factors in forms across the globe (Inkinen 2015). Nonetheless, management and organization can vary in several regional, national, and cultural contexts, as depicted by the studies on management cross-cultural and relative management accounting.  Research has shown that the framework of an IC has been directly applied in the studies of single-country, using an originality model developed by Western Researchers that have emerged from a highly developed country (). There are few actual studies to consider that address the problems regarding how the IC structure of a firm can differ in different firms of the world in this market of globalization. Since the capabilities of an organization and its resources are proportionate to distribution, knowledge, organizational memory, leverage, and learning are highly essential for the competitiveness of the firm, it justifies that separately identifying the terms and it seems logical for coming up with IC-related issues. Thus IC categorization must include capital renewal that describes the renewal of the capital of the organization through knowledge-oriented activities, like; creativity and learning. From the knowledge-based perspective, the key technicalities to renew an organization are knowledge creation and learning. Therefore, capital renewal refers to the company’s ability to create new knowledge and learn through activities like developing new skills and gathering information. The renewal represents the status of them where it knows what it can do with its newly accrued resources. 

An organization that possesses high capital renewal, often called innovation capital, can build on previous knowledge and lead to new knowledge, as well as come up with new products, innovative ideas, and services on a random basis and thus flourish (Buenechea-Elberdin, Sáenz and Kianto  2017). Aso, a firm that is capable of advancing new knowledge, learning and is likely to fling back in quickly to radical changes happening in the market and challenges ahead thus sustaining its competitiveness even in ever-changing market structure. As the above-mentioned discussion somewhat points out that there lies a link between organizational capital and renewal of capital within the IC’s three-dimension, nevertheless capital renewal must be inquired separately from other structural issues related to capital as it .clearly addresses renewal through knowledge creation and learning, while organizational capital tackles cultural artefacts, charts, strategies, and other databases, process, information systems, patents, manuals, mechanisms, and other structural arrangements (Buenechea-Elberdin, Sáenzn and Kianto 2017). Thus, these dimensional concepts are not overlapping, and thus both are needed to comprehend and construct the concept of Intellectual Capital (La Torre et al., 2018) A significant indefinite socio-cultural facet in all organizations is trust, which is a different issue other than relationships in some cultures and more immersing in relationships in few cultures. For determining the institutional potential differences in this context, a relationship-oriented “trust” capital is included in the category of IC that refers to the feature related to trust which adds value to external and internal relationships (Chiucchi and Dumay 2015). Trust in general is defined as a psychological term that comprises the intention of accepting vulnerability that is based on positive expectations or intentions or the behavior of someone else. In social capital, trust is an essential component that enables sharing knowledge and creation above. Organizational trust is an. An indicator that holds value to the organization is scarce, hard to initiate, and holds a high strategic significance in the competitive field (Nawaz and Haniffa 2017). As a resulting trust within and outside the organization could play a huge and significant source of competitiveness., and help in achieving a sustainable advantage in the market competition through implying behaviors and attitudes in a manner that will gradually build a culture of trust within the organization which is a unique and immutable aspect and can b transferred into other organization across the world because it is a by-product of historical enhancement and thus is difficult to imitate. 

In the context of the organization, the term “human capital” is referred to as the people or resources within an organization- meaning the skills, abilities, and knowledge of the employees. But “psychological capital” is an important aspect that measures the performance of employees and their well-being (Abbas and Raja 2015). Psychological capital by definition means the set of resources that an individual can use to enhance their performance within the organization. Psychological Capital comprises four variant significant parts:- optimism, self-efficacy, hope, and resilience (Paek, Schuckert, Kim and Lee  2015).  Self-efficacy is a significant part of psychological capital. It refers to the confidence within a person and their ability in controlling situation outcomes and overcoming difficult challenges. In other terms, one with high self-efficacy believes that whatever happens does not affect them and they are in control of what happens. This category of people knows that they can overcome any challenges irrespective of the situation. These types of individuals do not step back from difficult situations in the motive to achieve big goals and stay motivated in achieving those goals regardless of the challenges they face. They do not get discouraged by failures and believe they have control over the situation and can fix it. These high efficacy people simply believe in themselves. Optimism-This is probably a very familiar word, in research the term is defined as the expectation of positive results of a person. Those individuals with high optimism simply believe that things are bound to end well. Optimistic individuals stay motivated to work within the organization and are usually the performers of the organization. They stay motivated and work throughout to achieve their goals, and individuals with optimism believe that things will go well even during hardships or challenging moments. Optimistic individuals think things will end better in the end. The third is “Hope”- In the field of research, the term hope is categorized into two parts; pathways and agency. The pathway is the road to accomplish any task. Agency is the motivation for succeeding in a specific task or goal. Individuals with high hope invest more time and effort in their goals than those with low hope. They always find ways to meet their goals and come up with alternative ideas when their first attempt fails in succeeding. The fourth and the most important aspect is “Resilience”- It is the ability to stand back up from failures, challenges, and risks. Resilient individuals can adapt to stressful and changing situations efficiently. They are good at coming through negative challenges and changes occurring around them. These types of individuals are often termed as strong-headed after they make their way back through hard situations (Burhanuddin et al., 2019). 

All these four resources of psychological capital together work well. Individuals with high psychological capital believe they can control any hardships and believe in having control of their future (Dello Russo and Stoykova 2015). Therefore being high on psychological capital has a lot many benefits in itself. Employees and employers both benefit from this high psychological capital. Employees within the organization who have high psychological capital can outperform other workers in the organization. Since it is known that organizations are all about employees with high performance, such psychological capital adds up to its benefit (Luthans, and Youssef-Morgan 2017). Studies show that organizations need to help in building more employees having psychological capital. While more research needs to be done on this topic, it is known that organizational culture and supervisor support can help in increasing it. If companies are concerned about the positive work culture, and supervisors are supportive within the organization, then employees will have higher psychological capital performing better that will benefit the organization in return. In integration to high performance, employees having high psychological capital live better.  Study shows that when such employees face issues regarding work-life balance, they burn out less compared to employees having low-psychological capital. Research has also shown that well-being is influenced by psychological capital over time. The employees having high psychological capital stay better off in the long run. A study even stated that possessing high psychological capital while unemployed can enhance the well-being of the person. It is so because people with a high psychological capital will look for employment and will stay discouraged. This will allow organizations to get the right talent they are looking for. Several types of research have shown that having high psychological capital reduces stress, negative emotions, and anxiety within a person (Supriyadi et al., 2020).

The Global Mindset consists of three capitals; Global Intellectual capital, Global Psychological Capital, Global Social capital. Global Psychological Capital displays the global shrewdness within the organization, the international outlook, and the cognitive compilation in it. The Global Psychological Capital comprises global diversity, passion, thirst for adventure, and self-assurance. The major aptitudes of Global Intellectual Capital are; knowledge of the industry, globally, knowledge of the global competitiveness and global market strategies, knowledge of assessing risks of doing global business, knowledge of transacting business internationally, and whereabouts of supplier options across the world. These all include Business savvy in the global market. Cognitive complexity is the ability to comprehend the global market concepts quickly. It states having strong skills for analytical and problem solving, having a strong understanding of abstract ideas, and the ability in taking complexities and explaining main points simply and understandably. The cosmopolitan or international outlook speaks of the different cultures across the world. It speaks of the knowledge of history, geography, and working with different people globally in different parts of the globe, and has updated knowledge about the world around and its variable market structure (Kotze and Massyn 2019). The “Global Psychological Capital” reflects exploring, working, and enjoying other parts of the world, to enjoy getting to know people from organizations in other parts of the world. To enjoy working and living in another country, and the thirst for adventure dealing with competitive situations. It shows the willingness to take risks and test abilities, and enjoy dealing with incalculable situations. It reflects self-assurance, self-confidence, and being witty, touchy, and comfortable in situations while working in the global market. Psychological Capital is a chunk in the structure of the Global Mindset. It is the very foundation of the “Global Mindset” structure since it is directly proportionate to two other adjacent dimensions. One is the motivation parameter that can be called a critical variable. In the context of integrating psychological capital in the development of a Global Mindset, the focus is to desire to learn and knowing about a different culture. Earlier research has suggested that “PsyCap” known as Psychological Capital is a state of constructing, and it is open to change and enhancement. But in recent studies, global diversities are there to train and guide for the development of resources, like goal setting, exercises, and group learning processes. As mentioned above the core aspects of PsyCap is self-efficacy, hope, resilience, and optimism, the focus is on these aspects. The trend is in practice, as it is attributable to encouragement exercises with connection to output development in the sphere of positive PsyCap that have been established. I other studies moods and emotional thrills are seen impacting directly on the PsyCap.  PsyCap training is not just learning about specific skills, as it is for other training measures for instance, but the enhancement of a positive critical thinking structure of a person. The development and training measures of the individual PsyCap are subject to many critical criteria. These are supposed to take over existing though process over time and replace with new patterns of thinking. This process requires a good working environment and a sense of belonging within the organization. An innovative working attitude in the business strategy is what the organization needs to enhance the quality of competitiveness within the organization with its other competitors performing both internationally and nationally.  A person who has innovative working behavior is an individual who is capable of thinking critically, can o changes whenever needed, and attempt in making exciting shifts in the organization. Innovative work culture helps in transforming traditional culture into modern work culture thus increasing the effectiveness while operating in the global market. This gives rise to quicker problem-solving efficiency. Psychological capital aims to engage and understand cross-cultural interactions.  Psy-Cap is an “affective” part of the Global Mindset. The absence of extensive PsyCap can fail to build trust and cross-cultural understanding.  To have an understanding of the global mindset based on previous literature of the occurrence is used. This means the research article is focused on delivering theoretical contribution to the understanding of what resources are used to build the global mindset and aid in discussion. Global Mindset is also used in describing leadership, thus mixing confusion to what global mindset Concerningis (Egel and Fry 2017). A global leader needs to have more understanding of the global cultural context during the time, that will separate global leaders from the emigrant. Global leaders are faced with huge diversities and will not be capable of acquiring the same in-depth understanding and knowledge regarding all nationalities and cultures while interacting with them (Ramsey et al., 2016). The ability to manage and perform across various cultures demands a mindset that is separate from the expatriates and traditional leadership models. The individual mindset can effectively help the global leaders in perceiving and interesting actions in multi-cultural surroundings (Sobratee and Bodhanya 2018. ).  To be a successful global leader, the leader must develop a global mindset and focus on understanding global challenges. Successful global leaders have a different perspective on diversity compared to traditional leaders (Park et al., 2018). The awareness and openness towards global challenges and crucial timings within the organization while working in the global market of global towards a job influence others in a distinctive way unlike any other. While discussing global leadership and not emphasizing intelligence, cognitive orientation, and leader mindset sounds impossible. Thus the concept of a global mindset is the necessity of global leadership. Thus the global mindset will wither the discussion of global leadership or contrive development. There has been an adequate amount of research on the requirements of the global leader and leadership, that points out both new skills and experiences mandatory for preparing people for facing new challenges (Fricker 2019). The Global work culture trend is summarized into three main categories; social and macroeconomic environment, the industry, and the business. The sphere in the economic activity will change profoundly, both regionally and globally. There lies very little question on how the shift in the world scenario has made an impact on the economic activity globally and regionally. The activities of the public sectors will bloom, making productivity earnings essential. The unparallel aging of the population across the developed countries will demand new series of skills and efficiency and innovation from the organizations unlike before (Tarique and Weisbord 2017). As an outcome of economic liberalization, developments in the capital market, technological advancement, and demographic change call for a change in global leadership mindset. Technological connectivity has changed the way the world connects and it will continue to transform in years to come. The competitiveness within the market will shift. For several governments, and global organizations, labor and talent strategies globally will become as much significant as sourcing and manufacturing strategies on a global level. The revolution in the sphere of technology has been exactly that. More transformational shift than the technology itself has been the change in behavior that allows it (Mihalcea 2017). Organizations do not just work globally but it works instantaneously as well. Organizations and people are building relationships in new ways and forms in the era of undergoing a global mindset. Ongoing change in talent and labor will be far more extensive than the largest observed migration of employment to low-wage nations, the transformation of knowledge-driven industries spotlights the significance and scarcity of well-trained skills and talents. The rising addition of global labor markets whatsoever is welcoming new sources of talent vastly. In regard to changing market structure and the way regulates with the advent of new technology, non-traditional business strategies are blooming, often existing in the same market simultaneously with the sector space. Corporate boundaries are becoming hazier with the interconnection of the “ecosystems” of producers, suppliers, and emerge of consumers. Giant companies now demand more complex tools for running and managing their industry (Aslanova, M., Muradova and Abdullayeva 2021). Needless to say, new modern technologies have given rise to the new management strategies and approaches that help in creating mega-institutions feasible. Business leaders in today’s day are adopting more techniques with algorithmic decision-making tools by using high-end sophisticated software for running their organizations. Scientific management is shifting from skill-sets that give rise to competitive advantage to an ante that delivers companies fair scope to play the game. Ultimately, the global industry structure is advancing and evolving (O'Bryan and Casey 2017). Winning industries are gaining efficiencies due to new possibilities in the global cultural context, using that capitalization to their advantage for transformation (Carpio Vazquez 2018). Management is shifting from art to science in the latest scenario. No more organizations run on instincts but logic and science in the current market structure (Sheehan, Grant and Garavan 2018). 

In such an era of globalization and the industrial revolution that has a significance of economic as well as digital literacy, every country across the globe is expected to possess competitiveness, especially in terms of creativity and innovation. However, many countries still face a higher unemployment rate among the youth category having low education qualifications (Dziatzko  Struve and Stehr 2017). This is why mastering management science through training and technological tools are one of the actors to determine individual success in the workspace. In this innovative digital era, it is essential to have expertise having sound technological who could train these youths and so it is significant to have entrepreneurial technical experts who could deal with the fast pace of the globalized era (Fox and Kaul 2018). Thus the urge for entrepreneur learning has come up in the latest business trend and has given rise to entrepreneurial competency as well in the global market. Several young individuals are prone to entrepreneurship based o psychological conditions that do not agree. Psychological outcomes are valuable individual resources and capital for the individual to succeed. Psychological capital is just another extension of the term “economic capital”, and as mentioned above it is important for any organization. Psychological capital is the primary step for succeeding in the first phase of the entrepreneurship process which includes entrepreneurial competency as well. In general, rivalries include knowledge, skills, behavior, and attitude that are required to complete any activity within the business. This involves strategic thinking, risk assessment, strategic alliance, identifying opportunities, and encourage others for reaching a common goal. 

The global workforce will change in years to come and there will be more entrepreneurs. On the contrary, the slowdown in population in the developed countries will grow the need to take advantage of more international resources from the developing countries. There is a hint of a global workforce is everywhere now. In the foreign-owned countries or the companies of the U.S. employment has gone high. Integration to this the “one-child policy”, China should expect a massive availability of workers in future, managers, or just the opposite. The recent trends in the market have solely provided adequate business scenarios for the urge of a global mindset to manage efficiently and effectively outside the border. The distribution in the population is changing at a faster rate and it is giving rise to limited skilled labor in the future market. As organizations are evolving and expanding and penetrating new market structures, the global workforce is the only reality of today’s day. The world is becoming flatterer due to the high technological evolution. There is more advanced logistics, and transportation, and global economic interdependence. With this globalization, global leadership skills have come into existence. The five clusters that were identified while studying leadership are; global thinking, appreciating and accepting cultural diversity in the workspace, developing technological competence and skills, building ethical partnerships and alliances, and leadership sharing. The study concludes that all of these skills are needed in addition to those typically associated skills aligning with common leadership skills, like; managing change in the organization, dealing with others, decision making, thinking, managing outcomes, enabling teams, etc. Since it is visible that general leadership skills are easily transferable into leadership in the global context, this does not justify the fact that a leader who is successful and skilled in the domestic market space will equally excel in the international business market. Thus global leadership needs identification in the global mindset. Understanding global mindset and global leadership and what is required to combine these two, there involves a balance in the mindset of global leadership. The three dichotomies that dictate the global leadership are; “Global standardization vs the local customization”-which has minimally set standard processes and protocols required to build a company “way” but there has to be flexibility in how and the ways it is implemented to the work on the local levels. The next is the “Global formalization s. Local flexibility”- it is where formal approaches unite an organization in the eye of the customer. It shows what to expect and what not to while working globally with global brands. But the manifestation of such brands may look different in the local context. For instance, organizations may create a brand and changing the packaging that looks more familiar to the local people without changing the brand logo. The last is “Local delegation vs. Global dictates”- the ways of managing and operating a business need to stay uniform but local implementation must be authorized to the existing consumers. For instance; local customers might dictate how the business is conducted but never sharing the corporate rules and values. Creating a mindset of global leadership is an acquired taste. In a world where there is no boundary and any country can trade and do business with any country across the globe, crossing boundaries has become a practice, and cultural intelligence has become an immensely significant skill and aptitude. Global mindset has enabled us to know and understand the distinctive culture and how it performs. Researchers have stated that global leadership is a multi-dimensional approach that is more effective in developing global leaders and leadership skills. 

The methods that summarize leadership are examination that involves self-awareness and introspection. The first step in developing global leadership is getting an accurate perspective of their interest, current level of cultural education, and concerns. They need to know their place on both the pages of belief and knowledge. The next method is “education” which involves thinking regarding globalization, leadership, and culture. Global leaders need to be educated and stay updated about the global happening as well as have local information about practices and customs. The next is “experience” which includes acting and doing. It aims at the context and organization. It is regarded as the best teacher in the case of global leadership only if it is intentional and guided. The learning outcomes from the experiences are meaningful and are relevant in the context for applying. It is about knowing how the organization performs business in eh other parts of the globe. The last is exposure that involves interaction and focuses on roles and people. It means having references to look for applications. It means having mentors and people who have been there and done that and are there to show a path to proceed while performing in the global market. 

Thus, there lies no question that cultural lessons across the globe are more likely to give insight into how any organization performs within and outside its border. That is why such experiences are more knowledgeable than the ones that are learned just staying within the boundary. Global managers and organizations can gain a lot together while operating and doing business globally. It is two-way and both are equally important to work globally possessing the same mindset (Schlichter and Buchynska 2021). Absent of either one will not bring success and neither will create successful leaders. The most significant thing that leaders can do is learn from experience and participate in tasks for start-ups. A global is defined by the task he is performing while staying within the country in the presence of global operation within the organization. A global manager is responsible for managing employees and teams within the organization and business operations across the globe having diverse cultures, time zone, and work ethics. A new age global manager is almost everyone in recent times who are managing ad working today. Whether one is parking is within or outside the nation, national or intern national company, one is working with mixed cultures, regions, languages, or countries. To manage globally managers need to be tech-savvy in recent times and adapt to change quickly within the organization (Dean 2017). One needs to be quick in reading others and interact in a successful manner to meet the need of the organization for achieving the organizational goals. Business today operates on a global basis and companies with international links continue to grow and evolve into a broader range. Technology has reduced the gap between countries and companies and managers now operate remotely through the help of technology efficiently. An increasing number of U.S.-based companies are operating globally. Over 60prcent of U.S. operations are doing business internationally.

Conclusion

The demographics of the new global world have changed dramatically. In the era of globalization, U.S. managers are working with global teams efficiently to meet their business objectives. Keeping in mind all of this one can be efficient enough to work as a global manager with the proper mindset and skill set. To become a successful global manager one needs to master the art of new global strategies, a combination of soft skills, and be ready to face new challenges. The new global environment has grasped the world and every organization is speaking of global culture. Perceptions have changed and there are new implications of new cultural behavior and new tools. New Global managers adapt to a lot of global strategies for organizational success.

References:

Abbas, M. and Raja, U., 2015. Impact of psychological capital on innovative performance and job stress. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 32(2), pp.128-138.

Akhtar, C.S., Ismail, K., Ndaliman, M.A., Hussain, J. and Haider, M., 2015. Can intellectual capital of SMEs help in their sustainability efforts. Journal of Management Research, 7(2), p.82.

Aslanova, M., Muradova, K. and Abdullayeva, S., 2021. THE EVALUATION OF SCIENTIFIC PRODUCTS IN THE INTELLECTUAL PROPERTY MARKET IN THE CONTEXT OF GLOBALIZATION. Economic and Social Development: Book of Proceedings, pp.1016-1026.

Aslanova, M., Muradova, K. and Abdullayeva, S., 2021. THE EVALUATION OF SCIENTIFIC PRODUCTS IN THE INTELLECTUAL PROPERTY MARKET IN THE CONTEXT OF GLOBALIZATION. Economic and Social Development: Book of Proceedings, pp.1016-1026.

Buenechea-Elberdin, M., Sáenz, J. and Kianto, A., 2017. Exploring the role of human capital, renewal capital and entrepreneurial capital in innovation performance in high-tech and low-tech firms. Knowledge Management Research & Practice, 15(3), pp.369-379.

Burhanuddin, N.A.N., Ahmad, N.A., Said, R.R. and Asimiran, S., 2019. A systematic review of the psychological capital (PsyCap) research development: Implementation and gaps. International Journal of Academic Research in Progressive Education and Development, 8(3), pp.133-150.

Carpio Vazquez, E.P., 2018. Designing the leadership development system as the talent management strategy in area of HRM in the international organization.

Chiucchi, M.S. and Dumay, J., 2015. Unlocking intellectual capital. Journal of Intellectual Capital.

Dean, S.A., 2017. Soft skills needed for the 21st century workforce (Doctoral dissertation, Walden University).

Dello Russo, S. and Stoykova, P., 2015. Psychological capital intervention (PCI): A replication and extension. Human Resource Development Quarterly, 26(3), pp.329-347.

Devi, A. and Bushan, B., Women and Cultures Globalization, Leadership and Decision Making and Cross Culture Diversity.

Dziatzko, N., Struve, F. and Stehr, C., 2017. Global leadership: How to lead multicultural teams effectively. Journal of Intercultural Management, 9(2), pp.5-29.

Egel, E. and Fry, L.W., 2017. Cultivating a global mindset through “being-centered” leadership. Judi Neal. Handbook of Personal and Organizational Transformation. USA: Springer International Publishing.

Egel, E. and Fry, L.W., 2017. Cultivating a global mindset through “being-centered” leadership. Judi Neal. Handbook of Personal and Organizational Transformation. USA: Springer International Publishing.

Fox, L. and Kaul, U., 2018. The evidence is in: How should youth employment programs in low-income countries be designed?. World Bank Policy Research Working Paper, (8500).

Fricker, R.A., 2019. Leadership to Me: Development, Change, and Collaboration. Leadership As We Know It, p.41.

Guo, Y., Jasovska, P., Rammal, H.G. and Rose, E.L., 2018. Global mobility of professionals and the transfer of tacit knowledge in multinational service firms. Journal of Knowledge Management.

Guzmán, V.E., Muschard, B., Gerolamo, M., Kohl, H. and Rozenfeld, H., 2020. Characteristics and Skills of Leadership in the Context of Industry 4.0. Procedia Manufacturing, 43, pp.543-550.

Hussinki, H., Ritala, P., Vanhala, M. and Kianto, A., 2017. Intellectual capital, knowledge management practices and firm performance. Journal of intellectual capital.

Inkinen, H., 2015. Review of empirical research on intellectual capital and firm performance. Journal of Intellectual capital.

Inkinen, H., Kianto, A., Vanhala, M. and Ritala, P., 2017. Structure of intellectual capital–an international comparison. Accounting, Auditing & Accountability Journal.

Inkinen, H., Kianto, A., Vanhala, M. and Ritala, P., 2017. Structure of intellectual capital–an international comparison. Accounting, Auditing & Accountability Journal.

Kim, M., Perrewé, P.L., Kim, Y.K. and Kim, A.C.H., 2017. Psychological capital in sport organizations: Hope, Efficacy, Resilience, and Optimism among Employees in Sport (HEROES). European Sport Management Quarterly, 17(5), pp.659-680.

Kotze, M. and Massyn, L., 2019. The influence of employees' cross-cultural psychological capital on workplace psychological well-being. SA Journal of Industrial Psychology, 45(1), pp.1-8.

La Torre, M., Botes, V.L., Dumay, J., Rea, M.A. and Odendaal, E., 2018. The fall and rise of intellectual capital accounting: new prospects from the Big Data revolution. Meditari accountancy research.

Lappe, C. and Dörrenbächer, C., 2017. Organizational identity, global mindset and the internationalization of small and medium-sized enterprises. In Organizational identity and firm growth (pp. 183-207). Palgrave Macmillan, London.

Luthans, F. and Youssef-Morgan, C.M., 2017. Psychological capital: An evidence-based positive approach. Annual review of organizational psychology and organizational behavior, 4, pp.339-366.

Mihalcea, A., 2017. Employer branding and talent management in the digital age. Management Dynamics in the Knowledge Economy, 5(2), pp.289-306.

Nawaz, T. and Haniffa, R., 2017. Determinants of financial performance of Islamic banks: an intellectual capital perspective. Journal of Islamic Accounting and Business Research.

O'Bryan, C. and Casey, A.M., 2017. Talent management: hiring and developing engaged employees. Library Leadership & Management, 32(1), p.1.

Oladokun, S.O. and Gbadegesin, J.T., 2017. Adequacy of core knowledge and soft skills in the performance of professional employees of real estate firms in Nigeria. Property management.

Paek, S., Schuckert, M., Kim, T.T. and Lee, G., 2015. Why is hospitality employees’ psychological capital important? The effects of psychological capital on work engagement and employee morale. International journal of hospitality management, 50, pp.9-26.

Park, S., Jeong, S., Jang, S., Yoon, S.W. and Lim, D.H., 2018. Critical review of global leadership literature: Toward an integrative global leadership framework. Human Resource Development Review, 17(1), pp.95-120.

Perez, J.R., 2017. Global leadership and the impact of globalization. Journal of Leadership, Accountability and Ethics, 14(3), pp.48-52.

Rajamemang, R., Kasnawi, T., Anshari, A., Kahar, F. and Maidin, R., 2019. Determinant Factor of Transformational Leadership in the Age of Globalization. Jurnal Ad'ministrare, 6(1), pp.73-78.

Ramsey, J.R., Abi Aad, A., Jiang, C., Barakat, L. and Drummond, V., 2016. Emergence of cultural intelligence and global mindset capital: a multilevel model. Multinational Business Review.

Schlichter, B.R. and Buchynska, T., 2021. Soft skills of delivery managers in a co-sourced software project. Procedia Computer Science, 181, pp.905-912.

Sheehan, M., Grant, K. and Garavan, T., 2018. Strategic talent management: A macro and micro analysis of current issues in hospitality and tourism. Worldwide Hospitality and Tourism Themes.

Sobratee, N. and Bodhanya, S., 2018. Leading in a global context: The balancing act between leadership and management. Journal of Business and Retail Management Research, 12(4).

Supriyadi, D., Syafitri, L.N.H., Widodo, S.F.A., Wahidi, R., Arinta, Y.N., Nabhan, F., Mufid, A., Purwanto, A., Fahlevi, M., Sunarsi, D. and Cahyono, Y., 2020. Innovation And Authentic Leadership Of Islamic University Lectures In Faculty Pharmacy Faculty: What Is The Role Of Psychological Capital. Systematic Reviews in Pharmacy, 11(8), pp.383-393.

Tarique, I. and Weisbord, E., 2017. The emerging field of global talent management and its implications for global leadership development. In Global Leadership (pp. 200-228). Routledge.

Tie Suk Kee, V., Islam, M., Said, T.F. and Wardah Azimah, S., 2020. Leadership Skills and Competencies of Global Business.

Vuong, Q.H., 2016. Global mindset as the integration of emerging socio-cultural values through mindsponge processes. Global Mindsets: Exploration and Perspectives, pp.109-126.

Yari, N., Lankut, E., Alon, I. and Richter, N.F., 2020. Cultural intelligence, global mindset, and cross-cultural competencies: a systematic review using bibliometric methods. European Journal of International Management, 14(2), pp.210-250.