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INTERNATIONAL LEADERSHIP

INTERNATIONAL LEADERSHIP. Joyce Osland San Jose State University.

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INTERNATIONAL LEADERSHIP

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  1. INTERNATIONAL LEADERSHIP Joyce Osland San Jose State University

  2. “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

  3. PREVAILING US LEADERSHIP THEORIES & EVIDENCE • 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

  4. GLOBE GLOBE GLOBAL LEADERSHIP AND ORGANIZATIONAL BEHAVIOR EFFECTIVENESS RESEARCH PROGRAM Principal Investigator: Robert J. House The Wharton School University of Pennsylvania

  5. GLOBE 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

  6. DIMENSIONS OF SOCIETAL AND ORGANIZATIONAL CULTURES • Assertiveness • Collectivism – I and II • Future Orientation • Gender Egalitarianism • Humane Orientation • Performance Orientation • Power Distance • Uncertainty Avoidance

  7. UNIVERSAL POSITIVELEADER ATTRIBUTES • Decisive • Informed • Administratively skilled • Just • Effective Bargainer • Win-win problem solver • Plans ahead • Intelligent • Excellence oriented • Honest • Dynamic • Coordinator • Team builder • Dependable

  8. UNIVERSAL NEGATIVE LEADER ATTRIBUTES • Ruthless • Asocial • Irritable • Loner • Egocentric • Non-explicit • Non-cooperative • Dictatorial

  9. CULTURALLY CONTINGENT CHARISMATIC LEADER ATTRIBUTES • Enthusiastic • Risk taking • Ambitious • Self-effacing • Unique • Self-sacrificial • Sincere • Sensitive • Compassionate • Willful

  10. CULTURAL DIFFERENCES • 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

  11. DIFFERENCES TO BEWARE OF • Contractual vs personal relationships • Paternalism • Language usage – interruptions • Tall poppy syndrome – If you stick out, you’ll get your head lopped off

  12. Yeung & Ready (1995) 1,200 Managers from 10 major global corporations

  13. PERSONAL TRAITS AND COMPETENCIES • Commitment • Cosmopolitan outlook • Courage • Curiosity • Entrepreneurial spirit • Maturity • Thinking agility-cognitive complexity • Ability to improvise • Create and maintain a vision

  14. Yeung & Ready (1995) 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

  15. GLOBAL EXPLORERSBlack, 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

  16. GLOBAL EXPLORERS What capabilities do global leaders need to acquire? How can managers most effectively develop these characteristics?

  17. GLOBAL CHARACTERISTICS Inquisitiveness Exhibit Character Demonstrate Savvy Embrace Duality

  18. INQUISITIVENESS • Love to learn • Intrigued by diversity

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

  20. CHARACTER • Ability to connect emotionally with people of different backgrounds and cultures • Consistently demonstrate personal integrity in a world full of ethical conflicts

  21. SAVVY • Business savvy • Organizational savvy

  22. COMPREHENSIVE VIEW OF GLOBAL LEADERSHIP • Personal traits and competencies • Interpersonal Competencies • Global business competencies • Global organizational competencies (Mendenhall & Osland, 2001)

  23. INTERPERSONAL COMPETENCIES 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

  24. GLOBAL BUSINESS COMPETENCIES 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

  25. GLOBAL ORGANIZATIONAL COMPETENCIES • 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

  26. ARE GLOBAL LEADERS BORN OR MADE? • 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

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

  28. WAYS TO DEVELOP GLOBAL LEADERS TRAVEL TEAMS TRAINING TRANSFERS

  29. LEVELS OF INTERNATIONAL CONTACT International Managers Expatriates Inpatriates Technicians Occasional Parachutists Domestic Internationalists

  30. HOW TO GROW GLOBAL LEADERS • 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

  31. GLOBALIZING STEPS Develop a compelling vision of the global future Determine global leadership needs Identify facilitators and inhibitors

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