Chapter 12: Developing a Global Mindset

2nd Edition, Published 2026. Jennifer Brogee, editor. See Contributing Authors section for original authors. License: Attribution-NonCommercial-ShareAlike CC BY-NC-SA

Introduction

A global mindset represents the cognitive and emotional capabilities that enable individuals to operate effectively across cultural and geographic boundaries. It's not just about knowing facts about different countries—it's about how you think, feel, and approach the complexity of our interconnected world. This chapter explores what constitutes a global mindset, how it develops, and practical strategies for cultivating this essential leadership capability.

Section 1: Defining the Global Mindset

Multiple Perspectives on Global Mindset

Researchers have approached the concept of global mindset from various angles, creating a rich, multidimensional understanding of this critical capability.

The Cognitive-Emotional Perspective

Javidan et al. (2021) defined global mindset as cognitive and emotional skills that allow the individual to have greater global awareness, to celebrate diversity, and to be curious about the global sphere (p. 1322).

This definition emphasizes two dimensions:

• Cognitive skills: The ability to understand and process global complexity

• Emotional skills: The capacity to embrace and celebrate cultural differences

The Competency-Based Perspective

Osland (2018) took a more skills-based approach to global mindset, describing it in terms of three forms of capital (p. 98):

1. Global Intellectual Capital

• Knowledge about global aspects of management

• Understanding of cultural frameworks and systems

• Awareness of international business practices

• Comprehension of global economic trends

2. Psychological Capital

• Embrace of diverse cultural experiences

• Passion for cross-cultural interaction

• Confidence in multicultural settings

• Quest for adventure and learning

3. Social Capital

• Ability to build relational networks across cultures

• Skills in developing trust internationally

• Capacity for intercultural bridge-building

• Effectiveness in multicultural collaboration

The Integrated Perspective

Levy et al. (2007) combined ideas from cultural, strategic, and multidimensional global mindset definitions to create a comprehensive framework. They defined global mindset as a knowledge structure with characteristics of openness, cultural understanding, strategic understanding, and the ability to integrate them all (pp. 232-233, 244).

The Complete Definition

This combined definition of global mindset includes several positive outcomes. A global mindset requires the ability to be open to and aware of multiple spheres of meaning and action, to understand complexity in culture and strategy, and to bridge action and meaning across both local and global spheres (Levy et al., 2007, p. 244).

Key characteristics:

• Openness: Receptive to multiple perspectives and ways of thinking

• Cultural understanding: Deep appreciation for cultural differences and their impacts

• Strategic integration: Ability to bridge local and global considerations

• Complexity navigation: Comfort with ambiguity and multiple viewpoints

• Cosmopolitanism: Orientation toward "the other" and global citizenship

Global Mindset vs. Global Leadership

Critical distinction: While global leadership is an external influence process, global mindset is an intrapersonal capability (Reiche et al., 2017, p. 557).

In other words:

• Global mindset = How you think and feel about the world (internal)

• Global leadership = How you influence others across cultures (external)

The global mindset enables effective global leadership, but having one doesn't automatically produce the other. Both must be developed.

Section 2: The Cosmopolitan Orientation

People skilled in the global mindset have characteristics of cosmopolitanism, which means they have a mindset oriented to the "other," and they seek to integrate both local and global together with their willingness to learn other cultures and systems of meaning (Levy et al., 2007, p. 240).

What Cosmopolitanism Looks Like

A cosmopolitan individual:

• Views themselves as a citizen of the world

• Feels comfortable in multiple cultural contexts

• Seeks to understand rather than judge different practices

• Finds common humanity across differences

• Bridges local and global perspectives

• Appreciates both diversity and universality

The Balance

Cosmopolitanism doesn't mean abandoning your own culture or becoming "cultureless." Rather, it means:

• Maintaining your cultural identity while embracing others

• Finding the universal in the particular

• Being rooted locally while thinking globally

• Respecting tradition while remaining open to change

Developing Cosmopolitan Thinking

Strategies:

1. Read global literature: Expose yourself to stories from diverse cultures

2. Follow international news: Understand events from multiple perspectives

3. Learn about global challenges: Study issues that affect all humanity

4. Build diverse friendships: Connect authentically across cultures

5. Travel mindfully: Experience places as a learner, not just a tourist

6. Question assumptions: Regularly examine your cultural biases

Section 3: The Multidimensional Perspective

Most researchers who described global mindset included two dimensions: cultural and national diversity and strategic complexity (Levy et al., 2007, p. 232).

However, Levy et al. (2007) introduced a third dimension that they called "multidimensional perspective," which occurs when a leader demonstrates a global mindset across both cultural and strategic dimensions within additional contexts and situations (Levy et al., 2007, p. 233).

The Three Dimensions of Global Mindset

Dimension 1: Cultural Diversity

• Understanding cultural values and practices

• Navigating different communication styles

• Appreciating diverse worldviews

• Building relationships across cultures

Dimension 2: Strategic Complexity

• Thinking systemically about global operations

• Integrating diverse business practices

• Managing paradoxes and contradictions

• Balancing global standardization with local adaptation

Dimension 3: Contextual Flexibility

• Adapting approach to different situations

• Reading context and adjusting accordingly

• Applying cultural knowledge situationally

• Demonstrating cognitive flexibility

Connection to Cultural Intelligence

This multidimensional perspective shares characteristics with the concept of cultural intelligence in which leaders effectively and efficiently work on tasks and build relationships with people in culturally diverse situations (Paiuc, 2021, p. 363).

The ability to seamlessly integrate cultural awareness, strategic thinking, and contextual adaptation represents the highest form of global mindset development.

Section 4: How Global Mindset Develops

The Role of Life Experiences

Javidan et al. (2021) measured the factors that influenced a global mindset in an individual (p. 1351). They found that multicultural experiences in one's personal life impact their likelihood of exhibiting a global mindset (Javidan et al., 2021, p. 1351).

Critical insight: Early intercultural experiences influence the growth of a global mindset in individuals that contribute to their potential for global leadership (Javidan et al., 2021, pp. 1343, 1351).

Five Types of Formative Experiences

The types of multicultural experiences Javidan et al. (2021) measured included (p. 1343):

1. Educational Diversity

• Attending schools in more than one country

• Studying abroad programs

• International exchange experiences

• Cross-cultural educational partnerships

Why it matters: Educational experiences during formative years have lasting impact on how we see the world.

2. Language Acquisition

• Being skilled in more than one language

• Achieving functional (not just academic) proficiency

• Using languages in real-world contexts

• Understanding linguistic relativity

Why it matters: Learning a language provides insight into different ways of thinking and expressing ideas.

3. Living Abroad

• Living in more than one country

• Extended stays (typically 6+ months)

• Immersion in daily life, not just tourism

• Experiencing being an "outsider"

Why it matters: Living abroad forces you to adapt to different systems and see your own culture from outside.

4. Cross-Cultural Friendships

• Building friendships with individuals from different cultures

• Deep, meaningful relationships (not superficial)

• Sustained interaction over time

• Mutual cultural exchange

Why it matters: Authentic friendships create empathy and break down stereotypes.

5. Multicultural Family Connections

• Having close relationships with families from different countries

• Extended family from diverse backgrounds

• Growing up in multicultural households

• Family ties that span cultures

Why it matters: Family connections provide sustained, deep cultural exposure from an early age.

The Power of "Trigger Events"

Both leadership identity and a global mindset stem from life experiences that allow an individual to become aware of their leadership potential (Yeager & Callahan, 2016, p. 288) and to build their intercultural skills (Javidan et al., 2021, pp. 1343, 1351).

Trigger events are significant experiences that:

• Challenge your assumptions

• Force you outside your comfort zone

• Create cognitive dissonance

• Prompt reflection and growth

• Shift your worldview

Examples:

• Being a minority for the first time

• Experiencing culture shock

• Making a significant cultural mistake

• Forming a transformative cross-cultural relationship

• Witnessing injustice or inequality abroad

Section 5: Practical Strategies for Building Your Global Mindset

Even if you haven't had extensive international experiences yet, you can begin building your global mindset now:

On Campus Strategies for Current Students

1. Study Abroad (Even Short-Term)

• Semester or year-long programs offer deep immersion

• Short-term faculty-led programs (2-4 weeks) are also valuable

• Service-learning programs combine impact with exposure

• Exchange programs create reciprocal relationships

2. Engage with International Students

• Join multicultural student organizations (authentically, not tokenistically)

• Form study groups with diverse classmates

• Attend cultural events and ask questions

• Offer language exchange partnerships

• Invite international students to share meals and experiences

3. Academic Opportunities

• Take courses in international business, comparative politics, or anthropology

• Choose globally-focused topics for papers and projects

• Participate in Model UN or similar simulations

• Attend lectures by international speakers

• Join global case competitions

4. Language Learning

• Enroll in language courses beyond requirements

• Use language learning apps daily (Duolingo, Babbel, etc.)

• Watch foreign films and TV shows

• Listen to podcasts in other languages

• Practice with conversation partners

5. Digital Global Engagement

• Follow international news sources

• Connect with people globally through social media

• Join online communities focused on global issues

• Participate in virtual international collaborations

• Take MOOCs from universities around the world

Off-Campus Experiences for Current Students

1. International Volunteering

• Research organizations carefully to ensure ethical practices

• Seek opportunities with sustained impact

• Focus on learning as much as serving

• Reflect deeply on your experiences

• Maintain relationships after returning

2. International Internships

• Look for companies with international operations

• Apply for programs like AIESEC

• Consider remote internships with international organizations

• Document your learning throughout

3. Cultural Immersion Travel

• Travel with learning objectives, not just tourism goals

• Stay with local families when possible

• Use local transportation

• Eat where locals eat

• Keep a detailed travel journal

Developmental Activities at Any Stage

Reflection Practices

Keep a Global Mindset Journal:

• Record cross-cultural observations

• Note cultural assumptions you've discovered

• Document cultural mistakes and learnings

• Track your developing perspectives

• Identify patterns in your growth

Questions for reflection:

• What surprised me about this cultural encounter?

• What assumptions did I make? Were they accurate?

• How might someone from another culture view this situation?

• What did this experience teach me about my own culture?

• How has this changed my perspective?

Continuous Learning

Read Globally:

• Fiction and non-fiction from diverse authors

• International newspapers and magazines

• Academic journals on global issues

• Memoirs from people of different backgrounds

• Translation literature

Watch and Listen:

• International films (with subtitles, not dubbing when possible)

• Documentaries about other cultures

• News from multiple countries' perspectives

• Podcasts featuring global voices

• TED Talks from diverse speakers

Engage Online:

• Follow thought leaders from various countries

• Participate in international online forums

• Join global professional networks

• Engage in cross-cultural social media discussions

• Take virtual courses from international instructors

Building Depth Over Breadth

Quality over quantity: Rather than superficial exposure to many cultures, develop deeper understanding of a few. Consider:

1. Choose 2-3 regions to focus on initially

2. Study their history, values, and current issues in depth

3. Build sustained relationships with people from these regions

4. Visit multiple times if possible

5. Develop language skills for these areas

6. Follow their news and cultural production regularly

Deep cultural knowledge provides a foundation for understanding cultural difference in general.

Section 6: Global Leadership Potential

Knoll and Sternad (2021) developed the concept of global leadership potential that helps identify the personal characteristics and abilities individuals would need to become an effective global leader (p. 255).

Measuring Global Leadership Potential

Measuring an individual's global leadership potential relies upon identifying the strength of their global mindset as well as other leadership-oriented traits including integrity, resilience, learning orientation, motivation to lead, change orientation, customer focus, and drive, along with competencies that demonstrate their ability to accomplish complex tasks and relationship building (Knoll & Sternad, 2021, p. 253).

The Complete Profile

People with global leadership potential have characteristics and abilities that enable them to develop into global leaders who add value through managing people from a variety of backgrounds in a complex, ambiguous, multicultural, and geographically dispersed environment (Knoll & Sternad, 2021, p. 255).

What Differentiates Global from General Leadership

While most of the characteristics listed could apply to any effective leader, the concept of the global mindset differentiates the abilities needed to demonstrate global leadership potential.

The distinguishing factors:

• Comfort with cultural ambiguity

• Genuine curiosity about other cultures

• Flexibility in thinking and approaching problems

• Ability to hold multiple perspectives simultaneously

• Openness to being changed by cross-cultural experiences

Self-Assessment: Do You Have Global Leadership Potential?

Rate yourself honestly (1-5 scale):

Global Mindset Indicators:

• I genuinely enjoy learning about other cultures ___

• I feel comfortable in unfamiliar cultural situations ___

• I can see issues from multiple cultural perspectives ___

• I'm curious about how people in other countries think ___

• I seek out cross-cultural experiences ___

Leadership Traits:

• I demonstrate integrity consistently ___

• I bounce back from setbacks effectively ___

• I'm always looking to learn and grow ___

• I'm motivated to take on leadership roles ___

• I adapt well to change ___

Complex Environment Skills:

• I handle ambiguity well ___

• I build relationships with diverse people ___

• I manage complex projects effectively ___

• I think strategically about systems ___

• I work well in virtual, distributed settings ___

Scoring:

• 60-75: Strong global leadership potential

• 45-59: Developing global leadership potential

• Below 45: Focus on building foundational competencies

Section 7: Organizational Implications

For Organizations: Seeking and Developing Global Talent

By understanding the importance of a global mindset, organizations can both seek leaders with diverse life experiences and provide multicultural experiences for potential leaders to build their global mindset (Javidan et al., 2021, p. 1351).

Selection Strategies

When hiring for global roles, assess:

• Depth and breadth of international experience

• Language capabilities

• Demonstrated cultural adaptability

• Learning orientation

• Comfort with ambiguity

• Network diversity

Development Programs

Organizations should provide:

1. International Assignments

• Rotational programs across regions

• Expatriate opportunities (2-3 years)

• Short-term projects abroad (3-6 months)

• Global virtual team participation

2. Cross-Cultural Training

• Pre-departure cultural preparation

• Ongoing coaching during assignments

• Repatriation support

• Cultural intelligence workshops

3. Diverse Team Experiences

• Intentionally diverse project teams

• Cross-functional international groups

• Mentorship across cultures

• Reverse mentoring programs

4. Structured Learning

• Global leadership development programs

• Action learning with international cohorts

• Executive education with global focus

• Language learning support

Key Takeaways

1. Global mindset is multidimensional, encompassing cognitive, emotional, and social capabilities

2. Multicultural life experiences are the primary driver of global mindset development

3. Cosmopolitanism—orientation toward "the other"—is central to global thinking

4. Students can build global mindset through study abroad, campus engagement, and continuous learning

5. Organizations must intentionally develop global mindset through assignments and training

6. Global mindset differentiates global leadership potential from general leadership capability

Reflection Questions

1. What multicultural experiences have you had? How have they shaped your thinking?

2. In what ways does your own cultural background create blind spots?

3. What concrete steps will you take in the next six months to develop your global mindset?

4. How comfortable are you with cultural ambiguity? What makes it challenging?

5. Who in your life has a strong global mindset? What can you learn from them?

Action Planning Exercise

Create Your Global Mindset Development Plan:

Short-term (Next 6 months):

Medium-term (Next 1-2 years):

Long-term (Next 3-5 years):

Resources needed:

How I'll measure progress:

References

Javidan, M., Waldman, D. A., & Wang, D. (2021). How life experiences and cultural context matter: A multilevel framework of global leader effectiveness. Journal of Management Studies, 58(5), 1331-1362. https://doi.org/10.1111/joms.12662

Knoll, C., & Sternad, D. (2021). Identifying global leadership potential. Journal of Management Development, 40(4), 253-272. https://doi.org/10.1108/JMD-05-2018-0158

Levy, O., Beechler, S., Taylor, S., & Boyacigiller, N. A. (2007). What we talk about when we talk about "global mindset": managerial cognition in multinational corporations. Journal of International Business Studies, 38(2), 231-258. https://link.springer.com/article/10.1057/palgrave.jibs.8400265

Osland, J. (2018). An overview of the global leadership literature. In Mendenhall, M. E., Osland, J. S., Bird, A., Oddou, G. R., Stevens, M. J., Maznevski, M. L., & Stahl, G. K. (Eds), Global leadership: Research, practice & development (3rd ed, pp. 57-116). Routledge.

Paiuc Dan. (2021). Cultural intelligence as a core competence of inclusive leadership. Management Dynamics in the Knowledge Economy, 9(3), 363-378. https://doi.org/10.2478/mdke-2021-0024

Reiche, B. S., Bird, A., Mendenhall, M. E., & Osland, J. S. (2017). Contextualizing leadership: A typology of global leadership roles. Journal of International Business Studies, 48(5), 552-572. https://doi.org/10.1057/s41267-016-0030-3

Yeager, K. L., & Callahan, J. L. (2016). Learning to lead: Foundations of emerging leader identity development. Advances in Developing Human Resources, 18(3), 286-300. https://doi.org/10.1177/1523422316645510

Contributing Authors

Written by Jennifer Brogee, University of Northwestern Ohio. 2025.

Conditions of Use: Creative Commons License

Attribution-NonCommercial-ShareAlike CC BY-NC-SA