This chapter analyzes discursive leadership in first-time leadership and introduces a scale that was developed to measure discursive leadership abilities based on seven distinct dimensions: overall effectiveness, tools used, guidance, modulating, empowerment, non-verbal cues, and climate and bonding. The scale was developed and pilot-tested at a private business school in Puebla, Mexico, based on followers' perceptions. Theory on discursive leadership was analyzed as a form of organizational communication and as a process between leaders and followers. An overview of the state of research in the field of business and management, specifically basic constructs, fundamental notions, and elements are presented, as well as new lines of research in the area.

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This chapter presents an example of high-performance teams in a multigenerational workforce in academia. Special attention is given to the new ways of working that have led to an increase in work by projects which is supported on teamwork and high performance teams. In the workplace, diversity is the new normal. High performance teams (HPTs) are a good example of how to tap on the generational intelligence of mixed age workgroups. In recent years, the trend of working in projects has increased. In the description of the practical case, the way in which teams were developed as part of the strategic planning of a Mexican business school is shown. Analyses were conducted to determine whether the performance perception of the team had a positive correlation with its productivity evaluation and if the team's rating of the value of multigenerational work could be connected to its productivity and/or the performance perception of the team members.

A theoretical study was conducted based on three different leadership styles: autocratic, transactional, and servant. The most relevant characteristics of each leadership style were summarized. A cross-culture study was proposed considering three countries from diverse clusters according to the Global Leadership and Organizational Behavior Effectiveness Project (GLOBE). Each culture was analyzed separately, and relevant statistics were presented as elements for comparison. Different models and tools to evaluate cultural differences were used to create a multiple perspectives overview. Information from the three leadership styles was used to further determine whether those styles fit the cultural descriptions in order to establish the most frequent and suitable leadership styles in the selected countries and to understand how leadership styles can vary from region to region.

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