International leadership
Download
1 / 31

INTERNATIONAL LEADERSHIP - PowerPoint PPT Presentation


  • 115 Views
  • Uploaded on

INTERNATIONAL LEADERSHIP. Joyce Osland San Jose State University.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'INTERNATIONAL LEADERSHIP' - ady


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
International leadership

INTERNATIONAL LEADERSHIP

Joyce Osland

San Jose State University


“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


Prevailing us leadership theories evidence
PREVAILING US LEADERSHIP THEORIES & EVIDENCE 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.”

  • Individualistic rather then collectivistic

  • Emphasize assumptions of rationality rather than ascetics, religion or superstition

  • Stated in terms of individual rather than group incentives

  • Stress follower responsibilities rather than rights

  • Assume hedonistic rather than altruistic motivation

  • Assume centrality of work and democratic value orientation


GLOBE 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.”

GLOBE

GLOBAL LEADERSHIP

AND ORGANIZATIONAL BEHAVIOR

EFFECTIVENESS

RESEARCH PROGRAM

Principal Investigator: Robert J. House

The Wharton School

University of Pennsylvania


GLOBE 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.”

GLOBE

DATA COLLECTION • 170 Country Co-Investigators (CCIs)

SAMPLES • 62 Countries

• At least three from each major

region of the world

QUESTIONNAIRE • Middle managers in financial

RESPONDENTS services, food processing,

telecommunications services

• 150 country specific industries

• > 1,000 organizations

SURVEYS & Executives of the middle managers UNOBTRUSIVE

MEASURES


DIMENSIONS OF SOCIETAL 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.” AND ORGANIZATIONAL CULTURES

  • Assertiveness

  • Collectivism – I and II

  • Future Orientation

  • Gender Egalitarianism

  • Humane Orientation

  • Performance Orientation

  • Power Distance

  • Uncertainty Avoidance


Universal positive leader attributes
UNIVERSAL POSITIVE 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.” LEADER ATTRIBUTES

  • Decisive

  • Informed

  • Administratively skilled

  • Just

  • Effective Bargainer

  • Win-win problem solver

  • Plans ahead

  • Intelligent

  • Excellence oriented

  • Honest

  • Dynamic

  • Coordinator

  • Team builder

  • Dependable


Universal negative leader attributes
UNIVERSAL NEGATIVE LEADER ATTRIBUTES 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.”

  • Ruthless

  • Asocial

  • Irritable

  • Loner

  • Egocentric

  • Non-explicit

  • Non-cooperative

  • Dictatorial


Culturally contingent charismatic leader attributes
CULTURALLY CONTINGENT CHARISMATIC LEADER ATTRIBUTES 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.”

  • Enthusiastic

  • Risk taking

  • Ambitious

  • Self-effacing

  • Unique

  • Self-sacrificial

  • Sincere

  • Sensitive

  • Compassionate

  • Willful


Cultural differences
CULTURAL DIFFERENCES 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.”

  • High UA – more rules and procedures, traditions

  • Low UA – more innovation

  • Masculinity – strong, directive leaders

  • Femininity – consultative, considerate leaders

  • High PD – less negative attitude toward authoritarian leadership, ostentatious displays of power

  • Low PD – egalitarian leadership, behave like others


Differences to beware of
DIFFERENCES TO BEWARE OF 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.”

  • Contractual vs personal relationships

  • Paternalism

  • Language usage – interruptions

  • Tall poppy syndrome – If you stick out, you’ll get your head lopped off


Yeung ready 1995
Yeung & Ready (1995) 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.”

1,200 Managers from 10 major global corporations


Personal traits and competencies
PERSONAL TRAITS AND COMPETENCIES 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.”

  • Commitment

  • Cosmopolitan outlook

  • Courage

  • Curiosity

  • Entrepreneurial spirit

  • Maturity

  • Thinking agility-cognitive complexity

  • Ability to improvise

  • Create and maintain a vision


Yeung ready 19951
Yeung & Ready (1995) 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.”

Articulate a tangible vision, values, and strategy

Catalyst for strategic change

Results-oriented

Empower others to do their best

Catalyst for cultural change

Strong customer orientation


Global explorers black morrison gregersen 1999
GLOBAL EXPLORERS 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.” Black, Morrison & Gregersen (1999)

Based on interviews with over 130 senior line and HR executives in 50 companies in Europe, North America and Asia and nominated global leaders


Global explorers
GLOBAL EXPLORERS 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.”

What capabilities do global

leaders need to acquire?

How can managers most effectively develop these characteristics?


Global characteristics
GLOBAL CHARACTERISTICS 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.”

Inquisitiveness

Exhibit

Character

Demonstrate

Savvy

Embrace

Duality


Inquisitiveness
INQUISITIVENESS 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.”

  • Love to learn

  • Intrigued by diversity


Duality
DUALITY 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.”

Uncertainty is viewed as invigorating and a natural part of global business


Character
CHARACTER 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.”

  • Ability to connect emotionally with people of different backgrounds and cultures

  • Consistently demonstrate personal integrity in a world full of ethical conflicts


Savvy
SAVVY 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.”

  • Business savvy

  • Organizational savvy


Comprehensive view of global leadership
COMPREHENSIVE VIEW OF GLOBAL LEADERSHIP 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.”

  • Personal traits and competencies

  • Interpersonal Competencies

  • Global business competencies

  • Global organizational competencies

    (Mendenhall & Osland, 2001)


Interpersonal competencies
INTERPERSONAL COMPETENCIES 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.”

With regard to people from other cultures, the ability to:

  • Communicate

  • Establish close personal relationships

  • Motivate colleagues

  • Manage cross-cultural conflict

  • Negotiate internationally

  • Work in multicultural teams

  • Build geographically dispersed communities


Global business competencies
GLOBAL BUSINESS COMPETENCIES 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.”

Ability to:

  • Demonstrate global business savvy

  • Balance both global and local tensions

  • Meet demands for current performance and continual innovation and learning

  • Act in environments defined by increasingly high levels of ambiguity and complexity


Global organizational competencies
GLOBAL ORGANIZATIONAL COMPETENCIES 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.”

  • Global organizational savvy

  • Stakeholder orientation

  • Ability to manage organizational change

  • Ability to manage uncertainty

  • Ability to create learning systems

  • Ability to manage cross-cultural ethical issues


Are global leaders born or made
ARE GLOBAL LEADERS BORN OR MADE? 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.”

  • BORN - Of these comprehensive traits, curiosity and cognitive complexity seem to be innate characteristics that cannot be taught

  • MADE – The other competencies can be developed and learned


There may be born leaders but there surely are far too few to depend on them peter drucker
“There may be born leaders, but there surely are far too few to depend on them.” Peter Drucker


Ways to develop global leaders
WAYS TO DEVELOP GLOBAL LEADERS few to depend on them.”

TRAVEL

TEAMS

TRAINING

TRANSFERS


Levels of international contact
LEVELS OF INTERNATIONAL CONTACT few to depend on them.”

International Managers

Expatriates

Inpatriates

Technicians

Occasional Parachutists

Domestic Internationalists


How to grow global leaders
HOW TO GROW GLOBAL LEADERS few to depend on them.”

  • Top-down management support from the beginning for programs that are viewed as a top priority within the company

  • Firm’s global leadership competencies have to be clearly identified and agreed upon

  • Global leadership development should begin early in a candidate’s career


Globalizing steps
GLOBALIZING STEPS few to depend on them.”

Develop a compelling vision

of the global future

Determine global

leadership needs

Identify facilitators and

inhibitors


ad