Defining the content domain of intercultural competence for global leaders

Abstract

PurposeResearch on expatriation and global leadership has been characterized by wide variations in defining what constitutes intercultural competence. Greater progress can be achieved if a comprehensive definition of the intercultural competence domain can be established, particularly with regard to the specific context of global leadership. This paper aims to focus on the issues.Design/methodology/approachThe authors conduct an extensive review of the global leadership and expatriation literatures, integrating and synthesizing prior theoretical and empirical efforts to develop a comprehensive domain definition for intercultural competence in the context of global leadership.FindingsThe domain of intercultural competence in the context of global leadership comprised three dimensions – perception management, relationship management and self management. Each dimension is characterized by facets that further delineate aspects of intercultural competence.Research limitations/implicationsThe domain definition of intercultural competence for global leadership appears to be well supported in prior theoretical and empirical work focusing on expatriation and global leadership; however that work was fragmented in nature. A test of the comprehensive model, i.e. all three dimensions and 17 facets, is called for, as well as the validation of an instrument that measures them.Originality/valueThe paper integrates and synthesizes the extensive body of theoretical and empirical work related to intercultural competence and clearly establishes the content domain, thereby enhancing the efficacy of future theoretical and empirical efforts.

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“…Our approach draws on the cultural perspective on cosmopolitanism that underscores the pervasive effect of macro-level forces of globalization on ordinary individuals who are now able to travel and work in previously unreachable political, economic, and cultural territories, both physically and virtually (Beck, 2006). Related constructs such as cultural intelligence (Earley & Ang, 2003), global mindset (Levy et al, 2007), and global competencies (Bird, Mendenhall, Stevens, & Oddou, 2010), although informed by the global context, are largely independent of historical and structural dynamics. Consequently, they do not address the increasing diversity of individuals who experience cultural multiplicity and interact across cultural boundaries.…”

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“…Global leaders have been described as internationally-oriented, well-adjusted, and adept at managing relationships (Bird et al, 2010). In contrast, marginalized biculturals -individuals who have internalized more than one culture, yet do not identify strongly with either or any of them -have been described as poorly adapted to their environments, psychologically overwhelmed, and socially weak (Berry et al, 2006).…”

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