Defining the content domain of intercultural competence for global leaders (original) (raw)
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INTERCULTURAL COMPETENCE FOR GLOBAL LEADERSHIPi
2008
1 This reading is an edited compilation of two articles by Milton J. Bennett: “Developing Intercultural Competence for Global Managers” in Reineke, RolfDieter (Editor) (June, 2001) Interkulturelles Managment. Wiesbaden: Gabler Verlag, ISBN: 3-409-11794-6 and “An Intercultural Mindset and Skillset for Global Leadership” from Conference Proceedings of Leadership Without Borders: Developing Global Leaders. Adelphi, MD: National leadership Institute and the Center for Creative Leadership, University of Maryland University College, 2001. Revised 2016, www.idrinstitute.org.
Dynamic cross-cultural competencies and global leadership effectiveness
Journal of World Business, 2012
Analyzing data from a sample of 420 global leaders (matched with 221 supervisors), we found a combined effect of personality characteristics (extraversion, openness to experience, and lower neuroticism) and cross-cultural experiences (organization-initiated cross-cultural work experiences and non-work cross-cultural experiences) as predictors of dynamic crosscultural competencies (tolerance of ambiguity, cultural flexibility, and reduced ethnocentrism). These competencies, in turn, are predictors of supervisors' ratings of global leadership effectiveness. Our study suggests that developmental cross-cultural experiences occur through both work-related and non-work activities. The results suggest that both selection and development are critical for building a pipeline of effective global leaders. I.
Purpose -This paper aims to present an empirically informed model of the underlying factors that enable effective cross-cultural leadership. It also outlines procedures for using the model to assist expatriate managers to develop the capacities that underlie effective cross-cultural leadership. The model encompasses the complexity of cross-cultural leadership issues in China, the importance of having some theoretical knowledge on the topic, and the need to be flexible and pragmatic in applying this knowledge. Design/methodology/approach -A conceptual framework of the factors that interact to produce effective cross-cultural leadership was developed from the literature. Semi-structured in-depth interviews were conducted with 32 Western expatriate managers and 19 local Chinese managers working in Australian businesses operating in Shanghai and Beijing. Within each interview, respondents were asked what they believe are the keys to successful leadership in Australian-Chinese cross-cultural workplaces. Findings -The interviews revealed a core series of cross-cultural leadership competencies that call upon all three of transformational leadership, emotional intelligence, and cultural intelligence. Practical implications -The findings and perspectives presented here should assist organizations in their selection and development of expatriate leaders. The paper argues that organizations should focus less upon skills and more upon underlying attitudinal and cognitive enablers. Originality/value -Whilst most cross-cultural leadership studies to date have focused on examining and explaining cultural differences and their influence on leadership effectiveness, this paper focuses on individual orientation and capacities.
2021
The impact of globalisation, which affects almost every aspect of life, has led to an increasing interconnection between nations, their economies and cultures. For this reason, the development of intercultural competence in managers and employees is of significant importance. The primary objective of the presented paper is to accentuate the importance of intercultural competence in the global business environment. The article is divided into three parts, the aim of each part is to provide a comprehensive picture of intercultural competence and to present the issue under investigation to the readers in a coherent manner. The methodology of the paper is primarily based on search and subsequent analysis of the literature of chartered scholars dealing with issues of globalization, communication and interculturality. On the basis of the analysis of the available scientific literature, we can demonstrate the importance of intercultural competence, which should be an integral part of every person's professional competence.
The Relevance of Intercultural Competence for Intercultural Management
Knowledge International Journal
The different changes in economic conditions such as the increasing interdependence of the world economy, the economic integration of Europe, the transformation of Central and Eastern Europe and the dynamics of the technological development have resulted in the fact, that the internationalization of business activities was inevitable. New businesses and firms were set up as a "conversion" of Western companies, as part of collaborations or linkages with Western organizations. The intercultural understanding cannot keep up with the pace of globalization. Business cooperation between different nations often fails due to the difference of the cultural values and attitudes. The economic imperative of globalization forces, on the one hand, more and more companies to expand their activities worldwide. On the other hand, companies are more and more exposed to cultural differences and their conflict-prone consequences without there being sufficient nation state or multinational mec...
Intercultural competencies needed by global CEOs
2014
The world of international business has changed dramatically in the past two decades, shifting from being the exclusive realm of giant multinational corporations to a wide-open marketplace for companies of all sizes and stages of maturity. Although there is growing recognition that Chief Executive Officers need international experience, little is known about which intercultural competencies are needed at the top. Most of the research in the field has been focused either further down the management chain, on expatriate managers, or outside the business world, on international students. Both these groups are well-researched due to the relative ease of gaining access to subjects. Accessing CEOs and other business elites is considerably more challenging, which may explain the dearth of academic research at the top level of business. This research aimed to fill that gap by exploring the strategic-level intercultural challenges faced by companies doing business internationally and by iden...
Intercultural competencies as antecedents of responsible global leadership
European J. of International Management, 2013
To date, little is known about the intercultural competencies that enable global leaders to effectively address CSR-related demands of global stakeholder communities. In order to explore this gap in the literature we empirically investigate several intercultural competencies and their influence on Responsible Global Leadership (RGL). In delineating the antecedents of RGL we studied three CSR decision-making approaches: the globally standardised, the locally adapted, and the transnational. We found that different competency configurations were related to each of the three approaches and that intercultural competencies are most critical for the utilisation of the transnational approach. Our study contributes to the CSR literature by delineating some of the antecedents of RGL, and to global leadership research by establishing the scope of intercultural competencies within the domains of CSR and stakeholder management. Intercultural competencies as antecedents of responsible global leadership 551
2021
The world today is more integrated than ever before, with international trade and multinational corporations being a prominent part of global commerce. To lead successfully through such globalization, leaders must bring global mindsets and perspectives to their organizations to navigate critical differences in behaviors and worldviews by each unique country or culture. This study explores whether global, cross-cultural leaders make better decisions which ultimately lead to better outcomes for global corporations by exploring the relationship between cross-cultural leaders and successful organizations as measured by customer satisfaction, employee engagement and development, innovation, social responsibility, financial strength, and stock performance. This study collected data on 120 publicly traded companies headquartered in the United States. I hypothesized that there is a positive relationship between cross-cultural leaders and successful companies. The results indicate that cross...