Global heterarchy represents a novel structural design to facilitate multinational operations. Heterarchy is characterized by multiple operational centers, bottom-up management, control through strong corporate culture, interorganizational alliances, and radical problem orientation. To accommodate these unique attributes, Hedlund and Rolander (1990) outlined an alternative framework for the relationship between organizational strategy, structure and environment. Despite an abundance of theory which suggests that leadership is important for the design and development of organizational strategy and structure, Hedlund and Rolander's model ignores linkages among leadership, strategy, structure and environment. This paper examines the impact of leadership on strategy, structure and environment for the global heterarchy.
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