Assessing global leadership competencies: the critical role of assessment centre methodology

Herd, Ann M.; Alagaraja, Meera; Cumberland, Denise M.

doi:10.1080/13678868.2015.1072125

Cited by 22 publications

(23 citation statements)

References 54 publications

(67 reference statements)

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“…This tool uses a critical cultural incident for understanding how a person might react in a specific situation to reveal the presence or absence of intercultural skills (Earley & Ang, 2003). An approach that provides direct measurement of skill and behavior, as well as knowledge and trait components of global leadership competencies, is the assessment center (Herd et al, 2016). Because assessment centers are designed based on an analysis of organizational and position strategic objectives (Stahl, 2001), they avoid some of the criticisms levied at using survey tools, which tend to assume there are universal global competencies needed across situations (Canals, 2014;Steers et al, 2012).…”

Section: Behavioral Competenciesmentioning

confidence: 99%

“…Whether one believes global leadership competencies are above and beyond domestic leadership competencies, or global leadership requires an emphasis on certain skills, effective assessment practices can aid in the identification, selection, and development of global talent (Herd, Alagaraja, & Cumberland, 2016). Brownell (2006) argued that competency-based models, while not a panacea, provide HRD professionals with building blocks for identifying global leadership talent.…”

Section: Identification and Assessment Of Global Leadership Competenciesmentioning

confidence: 99%

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Assessment and Development of Global Leadership Competencies in the Workplace

Cumberland

Herd

Alagaraja

et al. 2016

Advances in Developing Human Resources

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The Problem In the 21st century, globalization is key. Therefore, assessing and developing global leadership competencies is an important topic in human resource development (HRD). Global leadership competencies encompass personality traits, knowledge, and skills, as well as behaviors. While there has been a plethora of scholar-practitioner literature identifying global leadership competencies, there has been far less focus on assessing global leadership competencies and how these competencies are developed. The Solution We attempt to address this gap by examining the state-of-the-art literature on global leadership assessment and development from several disciplines, including HRD, management, and leadership. With regard to global leadership competency assessment, our goal is to synthesize the literature and provide HRD professionals with a systematic method for identifying instruments that measure core global competencies. With regard to global leadership development, our aim is to provide a framework for understanding how global leadership competencies can be developed. The Stakeholders The identification and categorization of various instruments that measure global competencies, as well as a framework that outlines methods to develop these competencies, will benefit human resource (HR) professionals and HRD practitioners.

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Section: Behavioral Competenciesmentioning

confidence: 99%

Section: Identification and Assessment Of Global Leadership Competenciesmentioning

confidence: 99%

Assessment and Development of Global Leadership Competencies in the Workplace

Cumberland

Herd

Alagaraja

et al. 2016

Advances in Developing Human Resources

Self Cite

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“…While a variety of leader behavior measures exist (e.g., 360°) that can be adapted for gaining greater insights into individual and organizational development, these tend to be resource‐intensive in terms of time and financial costs (Herd, Alagaraja, & Cumberland, ; Wiley & Lake, ). In this research, we detail the development of a short but rigorously derived measure of leader behavior that is associated with effectiveness.…”

Section: Introductionmentioning

confidence: 99%

“…Empirical research in HRD has examined the nature of effective leader behavior (Kowske & Anthony, ; Patel & Hamlin, ) and categorized antecedents of effective leader behavior (Ardichvili, Jondle, & Kowske, ; Ruiz, Hamlin, & Carioni, ). Theoretical and conceptual work in HRD has attempted to delineate effective (constructive) leader behaviors and competencies (Cumberland, Herd, Alagaraja, & Kerrick, ; Herd et al, ; Hezlett, ). Indeed, Kim and Callahan () suggest that leadership, and its impact on learning, is the foundation of organizational performance.…”

Section: Introductionmentioning

confidence: 99%

Assessing constructive supervisor behavior: Development and evaluation of a brief follower‐rated scale

Mharapara

Cooper‐Thomas

Hutchison

et al. 2019

Human Resource Dev Quarterly

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Followers are thought to be keenly attuned to supervisor behaviors because these can affect their learning, well-being, and performance at work. However, a practical and empirically tested measure of constructive supervisor behaviors that are valued by followers is not available in the literature. We develop a Constructive Supervisor Behavior Scale (CSBS) that is suitable for human resource development purposes and we assess its psychometric properties across three studies. In Study 1, exploratory factor analysis is conducted on data collected from employees in New Zealand and the United States (N = 333). This resulted in a four-factor structure comprising ethical conduct, networking, clarifying, and recognizing behaviors. In Study 2, confirmatory factor analyses are used to assess the four-factor structure of the CSBS on New Zealand-based employees (N = 250). In Study 3, the convergent and discriminant validity of the CSBS are examined on office-based employees in the United States (N = 342); additional measurement invariance analyses are conducted with the New Zealand and U.S. samples. K E Y W O R D Sconstructive supervisor behavior, leader development, measurement invariance, researcher-practitioner gap

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“…For instance, out of the 66 disparate leadership theory categories, approximately 44% are related to global attributes of leadership (Dinh et al, 2014). In the Human Resource Development (HRD) area, several scholars have also emphasized the core competencies in global leadership (e.g., Cumberland, Herd, Alagaraja, & Kerrick, 2016; Herd, Alagaraja, & Cumberland, 2016). The disciplines related to global leadership included cross-cultural and expatriate training, international business, HRD and management, leadership, and organizational psychology (e.g., Hollenbeck, 2001; Holt & Seki, 2012; Jokinen, 2005; Lokkesmoe, Kuchinke, & Ardichvili, 2016; A.…”

Section: Introductionmentioning

confidence: 99%

Critical Review of Global Leadership Literature: Toward an Integrative Global Leadership Framework

Park

Jeong

Jang

et al. 2017

Human Resource Development Review

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The purpose of this research is to critically examine the literature on global leadership competencies and behaviors, and present an integrative global leadership framework. For the literature review, we examined 14 global leadership competency models and 11 indigenous studies on effective leader and manager behaviors in various countries published between 1995 and 2016. We adopted Yukl's effective leader behavior framework, which identified four meta-categories (i.e., task, change, relation, and external conditions) and 15 specific behaviors within each category (e.g., planning, scheduling, monitoring, and problem-solving for the task-orientation). By reviewing the competency models, we found five research themes: intercultural, interpersonal, global, change and vision, and personal traits and values, which included ethics and openness/flexibility. Finally, we proposed a conceptual framework based on our review which demonstrates core dimensions, competencies, and behaviors of effective global leaders.

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Assessing global leadership competencies: the critical role of assessment centre methodology

Cited by 22 publications

References 54 publications

Assessment and Development of Global Leadership Competencies in the Workplace

Assessment and Development of Global Leadership Competencies in the Workplace

Assessing constructive supervisor behavior: Development and evaluation of a brief follower‐rated scale

Critical Review of Global Leadership Literature: Toward an Integrative Global Leadership Framework

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