Exploring the Role of "Global Mindset" in Leading Change in International Contexts

In this article we introduce "global mindset" as an individual-level variable to help explain the effectiveness of managers leading change in international contexts. We describe and analyze an organization change effort at Johnson & Johnson Consumer Products Brazil with a focus on the degree to which the change leader possessed the intellectual, psychological, and social capitals that compose a global mindset. This is an exploratory analysis intended to help map out the key characteristics of managers associated with effectively leading change in cross-culturally complex situations.