GLOBAL LEADERSHIP

THE GLOBAL CONTEXTECONOMIC FRONTInternational mega-mergersRise of regional economic powerPrivatization of government-owned corporationsExpanding economic integration of EuropeChinas growing economy and marketsSOCIAL FRONTLoss of national identitiesEthnic strife Increasing conflicts between haves and have nots Fundamentalist Islamic terroristsGrowing backlash against U.S. influence and cultureDemographic shifts due to rapidly aging populations in some parts Escalating concern over environmental degradation

GLOBAL MINDSET A local leader can be a global leader, sometimes even more global than colleagues who are working or have been working in a country other than their own. A global organization will not function well as a global organi-zation unless a lot of local people in that organization, wherever they are, think global, seeing the big picture beyond the local picture a secretary or a person scheduling production. These are people who make things work across national border lines, providing an organizational glue which helps to keep the pieces together behind the global heroes who make public statements or sign important contracts. Arne Olsson, Senior HR VP, ABB

Comparative International Leadership

Asian leaders are subdued because displaying emotion is viewed as a lack of self-control, a weakness.

UNIVERSAL POSITIVELEADER ATTRIBUTESDecisiveHonestInformedDynamicAdministratively skilledCoordinatorJustTeam builderEffective BargainerDependableWin-win problem solverExcellence orientedPlans aheadIntelligent

Source: GLOBE Project

UNIVERSAL NEGATIVE LEADER ATTRIBUTESRuthlessEgocentricAsocialNon-explicitIrritableNon-cooperativeLonerDictatorial

Source: GLOBE Project

CULTURALLY CONTINGENT LEADER ATTRIBUTESEnthusiasticSelf-sacrificialRisk takingSincereAmbitiousSensitiveSelf-effacingCompassionateUniqueWillful

Source: GLOBE Project

GLOBAL LEADERSHIP DEFINEDThe process of influencing the thinking, attitudes, and behaviors of a global community to work together synergistically toward a common vision and common goals.

Organizational capacity to draw out the necessary expertise and influence when and where it is needed.

The Jack Welch of the future cannot be like me. I spent my entire career in the United States. The next head of General Electric will be somebody who spent time in Bombay, in Hong Kong, in Buenos Aires. We have to send our best and brightest overseas and made sure they have the training that will allow them to be the global leaders who will make GE flourish in the future.Jack Welch

Global vs. Domestic LeadershipConnectedness and interdependenceBoundary SpanningComplexity and ambiguityBuilding Learning Environments/Diverse Communities and TeamsEthical challengesTensions/ParadoxesPattern Recognition Differences in terms of degree:

Global vs. Domestic Leadership:Living and working 24-7-365 in an international context can be a transformational experience resulting in new mental models Differences in terms of kind:

WHY IS GLOBAL LEADERSHIP IMPORTANT?U.S. Fortune 500 survey results:85 percent of the firms do not have an adequate number of global leaders67 percent of existing leaders need additional global skills and knowledge

Global mindset is crucial for successfully managing transnational corporations

Global Leadership Competencies Envisioning * Inspiring * Articulating a tangible vision/values/strategy * Global Business Savvy * Global Organizational Savvy * Global Networking * Business Acumen * Total Organizational Astuteness * Results-Orientation * Motivating Employees * Establishing Close Personal Relationships * Empowering, Influencing * Cross-Cultural Communication * Ability to Emotionally Connect with Others * Negotiation Expertise * Conflict Management * Curiosity, Inquisitiveness * Continual Learner * Learning Orientation * Accountability, Integrity * Managing Cross-Cultural Ethics * Courage * Commitment * Ability to Instill Values * Maturity * Hardiness * Balancing Global vs. Local Tensions * Orientation towards Stakeholders * Strong Customer Orientation * Environmental Sensemaking * Global Mindset * Improvisation * Thinking Agility * Pattern Recognition * Cognitive Complexity * Cosmopolitanism * Managing Uncertainty * Entrepreneurial Spirit * Change Agentry * Catalyst for Strategic Change * Catalyst for Cultural Change * Creating Learning Systems * Community Building * Building Organizational Networks * Strong Operational Codes * Teambuilding

VisioningGlobal Business ExpertiseCross-Cultural Relationship SkillsGlobal Organizing ExpertiseTraits and ValuesCognitive OrientationBuilding RelationshipsXC Communication SkillsAbility to Emotionally ConnectInspire, Motivate OthersConflict ManagementNegotiation ExpertiseEmpowering OthersManaging XC Ethical IssuesSocial LiteracyCultural LiteracyTeam BuildingCommunity BuildingOrganizational NetworkingCreating Learning SystemsArchitecting/designingGlobal NetworkingStrong Customer OrientationBusiness LiteracyChange AgentryInquisitiveness/CuriosityContinual LearnerAccountabilityIntegrityCourageCommitmentHardinessMaturityResults-OrientationPersonal LiteracyTenacityEmotional IntelligenceEnvironmental SensemakingGlobal MindsetThinking AgilityImprovisationPattern RecognitionCognitive ComplexityCosmopolitanismManaging UncertaintyLocal vs. Global ParadoxesBehavioral FlexibilityGlobal Business SavvyGlobal Organizational SavvyBusiness AcumenStakeholder OrientationExternal OrientationResults-OrientationArticulating a tangible vision and strategyEnvisioningEntrepreneurial SpiritCatalyst for Cultural ChangeCatalyst for Strategic Change

Source: Mendenhall & Osland, 2002Global Leadership Dimensions with attendant Competencies

The Building Blocks of Global CompetencyCognitive ComplexityGlobal MindsetCreate &Build TrustHardinessCosmopolitanismBuild CommunityMindfulCommunicationSpanBoundariesMake EthicalDecisionsTeamingLeadingChange &creativity

What Effective Global Executives Do

HIRE AND PROMOTE THESE PERSONALITY CHARACTERISTICSOpennessFlexibilityNot ethnocentricIntegrityCuriosityHardiness

WAYS TO DEVELOP GLOBAL LEADERSHIP & MINDSETHire diverse employeesUse cross-border teams Create cross-border action learning projectsShort immersion experiencesExpatriate assignmentsHold meetings and locate business-unit headquarters in foreign localesFoster social networks across culturesTake formal education courses to expand knowledge bases and skillsCorporate training programs

WAYS TO DEVELOP GLOBAL LEADERSHIP & MINDSETExecutive coachingUse incentives to reward acquisition of GL competenciesInclusive selection criteria for GL programs to avoid ethnocentrism360-degree feedback that includes input from foreign organizational membersInternational travel that leverages learningAssessment centersInternational simulations

Leveraging Repatriate CadresMandatory debriefings when repatriates return to capture their knowledge and insightsMandatory Globalizing Seminars taught by repatriatesInclusion of repatriates in important international business trips and global strategic planning processesMentoring of future and current expatriates

Leveraging Travel Assignments

Send a clear message that the purpose of the trip is for development purposes, not just for task accomplishment. Assignments should be given to the manager that he or she must complete during the trip. Each of these assignments should relate to developmental purposes and be part of performance evaluation. Pre-trip training should cover the nature of the competencies that will be developed, and include training.

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