Existing research and theory provides support for the assertion that the survival of organizations in the globalized world is contingent upon the match between their external complexity and the complexity of their internal systems, including their leadership processes. Global leaders high in self-complexity are equipped to lead the successful adaptation of their organizations to their global environments. Unfortunately, the absence of clear conceptualization and valid, reliable measures have prevented the advancement of our understanding of self-complexity in general, and global leader self-complexity in particular. To help close this research gap, I put forth a theory of global leader self-complexity, which I then operationalize with the Global Leader Self-Complexity Scale (GLSCS). I assess the factor structure, reliability, and validity in three studies. The Study 1 results suggest that global leader self-complexity is a two-dimensional construct comprised of global leader self-differentiation and self-integration. The Study 2 results provide evidence for the test-retest reliability and convergent, divergent, and predictive validity of the GLSCS. Obtained with a sample of hundreds of global leaders from around the world, the Study 3 results provide evidence for the generalization validity of the GLSCS. The theoretical implications for the nomological network of global leader self-differentiation are self-integration are discussed, as well as practical implications for the development and selection of effective global leaders. Finally, I suggest avenues for future researchers to advance the research of global leader self-complexity and leader self-complexity more broadly.
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