Leading across cultures in the human age: an empirical investigation of intercultural competency among global leaders

Abstract

This article reports on a major, large-scale two-year empirical study to investigate intercultural competencies among global leaders and the relationship of these competencies to criteria of high performance global leadership. The study was designed to contribute to the emerging field of global leadership research by identifying and measuring proximal attributes and leadership criteria as suggested by Zaccaro’s trait-based leadership model (American Psychologist 62: 6-16, 2007). Only global leaders were included in the study – CEO’s, General Managers, Function Heads, or those with Profit and Loss responsibility for their businesses. These 1867 leaders of 13 nationalities were engaged in leading people across cultures – either on international assignment or working from their home base. A set of six intercultural competencies and three criteria of global leadership success were identified and compared across nationalities. The competencies were measured and used to predict success over time. Applications are discussed in terms of global leadership assessment and development.

GLOBAL MINDSET E LIDERANÇA GLOBAL: Explorando a relação entre capital psicológico, experiência internacional e o papel da liderança

“…A visão do modelo do líder global compreende a união de inúmeras características, como a competência em articular relações interpessoais, transmitindo confiança e generosidade (CHIN; GU; TUBBS, 2001); criatividade (TUCKER et al, 2014);motivação (BUENO;TUBBS, 2012), flexibilidade e mente aberta (JENKINS, 2012). Outros atributos são apresentados nesse contexto, como a transculturalidade, refletida na interação com diversos países (BEECHLER; JAVIDAN, 2007); humildade, autocontrole, força e temperança (CANALS, 2014); mentalidade global, espírito empreendedor, cosmopolitismo e agilidade de pensamento BRODY;OSLAND, 2001;MENDENHALL et al, 2012).…”

Interpretive structural modelling: Hierarchical relationship model of appreciating diversity competency for educational leaders

“…Therefore, appreciating diversity is cultural and competency based (ability, skills, expertise). Hence, the research is based on the transcultural leadership model (TLM) [18] as it comprises of intercultural constructs and competencies which run parallel with the environment of public organization in Malaysia such as the MoE which is made up of multi-cultural organizational communities.…”

Toxic Leadership and Project Success: Underpinning the Role of Cronyism

“…It is further noted that the greater the presence of toxic practices in the workplace, the more significant the negative impacts on an organization’s ability to retain key staff [ 56 ] due to the prevalence of job stress, workgroup cohesion, and target abuse towards peers and interpersonal deviance [ 46 ]. Toxic leaders show unethical behaviors that are directly associated with organizational corruption [ 57 ], thus harming the existence of employees.…”