Global Leadership Effec tiveness: the Predictive Value of Cognitively Oriented Competencies (original) (raw)

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.

Global Leadership Competencies

This paper explores the conceptualization of global leadership and identification of global leadership competencies. It attempts to answer what are the competencies for global leadership? Researchers indicated that global leaders require a unique set of global leadership competencies to effectively fulfil their roles. They further identified seven competencies for global leaders that include: (1) culture awareness and sensitivity, (2) global mindset or perspectives, (3) learning from experiences, (4) developing and maintaining relationships, (5) communication, (6) traits or attitudes, and (7) knowledge and skills. They also have discussed on the importance to describe and identify global leadership competencies. Many organizations do not even have a set of global leadership competencies. Most have only competencies related to domestic leaders. But with rapid globalization, there is recognition for the need of more global leaders. This research examined global leadership competencies. The study employed the qualitative methodology through the in-depth interviews. The interviews were conducted with past and present top leaders of a local research university. The data from the interviews were then transcribed verbatim, coded, analysed, interpreted and discussed accordingly. The findings in this research related to global leadership competencies includes attributes, skills and knowledge. Based on the findings recommendations will be made for improving global leadership competencies.

An investigation of characteristics of effective global leaders

Journal of Business & Industrial Marketing, 2020

PurposeThe purpose of this study is to unite research in cultural intelligence (CQ), core confidence and multitasking to examine how these characteristics interplay in the perceptions of global leadership effectiveness.Design/methodology/approachThe sample comprised 149 employees, mostly managers from 21 countries with 18 native languages spoken who had global leadership experience while working fulltime for international organizations. Relationships were examined using the hierarchical linear regression of survey data.FindingsSupport is found for core confidence moderating the relationship between CQ and other-rated and self-rated perceptions of global leadership effectiveness such that the relationship is stronger when leader core confidence is high. Moreover, support is found for CQ and core confidence having positive relationships with self-rated perceptions of global leadership effectiveness, and the study found a positive relationship between CQ and multitasking.Practical impl...

Global leadership competencies: a review and discussion

Purpose -From the competency point of view, this article aims to review and discuss existing global leadership and other related literature, and to combine findings and suggestions provided in previous literature in a more integrative framework of global leadership competencies. Design/methodology/approach -The paper reviews and discusses the terminology used in the international global leadership literature. This is followed by a review of the main outcomes of previous research. Finally an attempt is made to combine these outcomes into a more integrative framework of global leadership competencies, offering suggestions for further research.

An Exploratory Study on the Learning Mechanism of Global Leadership Competencies

2015

Leadinginternationalbusinessrequiresthe learningof globalleadershipcompetenciesthat allow managers to flexibly navigate across cultures. This explorative study investigates the mecha- nism by which global leadership competencies are acquired from a meta-cognitive approach. In- depth interviews and a web-survey were conducted in Asian and Europe. Results confirmed that 1) all managers faced new and difficult challenges during international business assignments, 2) the nec- essary leadership competencies were both common and idiosyncratic across cultures, and 3) global managers, regardless of their nationalities, experienced "double-loop learning" while acquiring new global leadership competencies though "breakthrough experiences" during international business as- signments.

EFFECTIVE GLOBAL LEADERSHIP COMPETENCIES

Global leadership is a wide-studied entirety, which has its own cliques. Just like many other leadership study spheres, it also has the trait and competency perspective as one of the spheres of research. The trait perspective to leadership dates back to the late 19 th century, when the general understanding was that the traits are inherited, rather than learned. This thesis paid attention on the global leaders' competencies, which lead to effectiveness in leadership activities.

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.

Global leadership competencies: Managing to a different drumbeat

Human Resource Management, 1990

Globalization implies a unique set of leadership skills. Or does it? Do global leadership skills differ from those required to manage a domestic organization with a diverse business portfolio and employee mix? Does the global arena merely reduce the margin of error for mediocrity in management? Answers to these questions are critical for organizations rising to the strategic challenge of globalization. In this article, I will review what we know about managerial competencies necessary for gIobal leadership, analyze whether and how these competencies can be taught, and finally indicate challenges for future research and teaching.

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

Global Leadership Competence: A Cultural Intelligence Perspectives

Globalization is demanding new leadership competencies. This paper discusses the increased complexity of the task and relationship functions of leadership and argues that the 21 st century requires high levels of cultural intelligence (CQ). The authors expand Hollander's leadership concepts, emphasizing the importance of culture and propose a developmental model of Global Leadership Competence.