While leading theorists, researchers, and practitioners are currently engaged in the discussion of global leadership, the perspective has been in terms of case studies of multi-country or multi-company approaches. This chapter frames the role of competencies by introducing a new model of shared leadership called the Five Lenses of Shared Leadership. The model uses grounded theoretical foundations to support its components and provides implications for use across various partnership and business relationships. The collaborative structure of an International Joint Venture (IJV) is defined in terms of market share and a competitive advantage. Critical discussion on the development of global leaders, organizational conflicts and culture, and embedded effectiveness across borders and boundaries serves as a methodology for understanding knowledge transfer.

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This case chronicles an impoverished family inBihar that has experienced the destructive effects of Visceral Leishmaniasis (VL) with neighbours and family. The family lives in fear for the health and wellbeing of their children. The case outlines the unique needs of a population affected by a neglected disease for which there is no market for a cure in the developed world, and therefore a lack of incentive to develop an effective and cost-efficient treatment. Owning to her professional background in both public and private enterprises, along with her personal desire to make a difference, this case study also chronicles the inspirational brainchild of Victoria Hale, PhD, her husband, Ahvie Herskowitz, MD, the Institute of OneWorld Health (iOWH), and a relationship building of non-typical publicprivate partnership. This case highlights the need for a unique partnership, outlines the struggles in launching one, and the ensuing challenges faced in maintaining funding for a development project that will not see fruition for several years.

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