Gertrude I. Hewapathirana (PhD) N. Jonas Ohrberg (PhD) Forbes School of Business Ashford University

1. The Assessment of Business Competency Needs: US Business Managers’ suggestions for Business Educators to Prepare Future Global Leaders2014 IACBE Annual Conference San Diego, CaliforniaApril 10, 2014 Gertrude I. Hewapathirana (PhD) N. Jonas Ohrberg (PhD) Forbes School of Business Ashford University

2. Purpose: • Outline trends in global leadership research • Identify the specific skill set required for global business managers • Discuss the possible use of US business leaders as a resource in preparing entry level global managers

3. Questions: • How can US international business managers contribute to preparing entry level managers? • What new competencies are in demand? • What is the research telling us about global management practices and skills?

4. Outline: • Trends in Academic Research • Cultural Intelligence • Cross Border Leadership • Global Mindset • Global Leadership

5. Outline: • Global Leadership Focus - Discussion • Bayer Corporation • IKEA • Toys R Us

6. Global management equation: S + E + GBM = PS S= Student E= Educator GBL = Global Business Managers PS = Prepared Student

7. Trends in Academic Research

8. Cultural Intelligence Cultural Intelligence (CQ): “Multifaceted competency consisting of cultural knowledge, the practice of mindfulness, and the repertoire of behavior skills” (Thomas & Inkson, 2004, pp. 182-183).

9. Cultural Intelligence Elements of CQ: • Meta-cognition: Ability and knowledge related to processing information • Cognition: Self-awareness, external social elements, processing of information. • Motivation: Interest and intent in learning and functioning • Behavior: Verbal and non-verbal behavior in cultural context (Crowne, 2008, p. 392)

10. Cross-Border Leadership Cross-Border Leadership Effectiveness: “Thus, we define cross-border effectiveness as the effectiveness of observable actions that managers take to accomplish their goals in situations characterized by cross-border cultural diversity” (Rockstuhl et al, 2011, p. 826).

11. Cross-Border Leadership Cross-Border Leadership Effectiveness: • Multicultural Perspective: Avoid country specific perspective • Local and Global Balance: Importance of demands and issues • Multiple Cultures: Ability to relate to, understand and work with • EQ and CQ important elements of effective cross-border leadership effectiveness (Rockstuhl et al, 2011, p. 826, 834).

12. Global Mindset Global Mindset: “…set of attributes that help a manager influence individuals, groups and organizations from diverse, cultural, political, and institutional backgrounds” (Javidan& Walker, 2012, p. 38).

13. Global Mindset Global Mindset: • Intellectual Capital • Global Business Savvy • Psychological Capital • Passion for Diversity • Social Capital • Interpersonal Impact (Javidan & Walker, 2012, p. 38).

14. Global Leadership Global Leadership: “Individuals who effect significant positive change in organizations by building communities through the development of trust and the arrangement of organizational structures and processes in a context involving multiple cross boundary stakeholders…and multiple cultures…” (Mendenhall, 2008, p. 17).

15. Global Leadership • Project Ulysses: • Responsible Leadership Competencies • Ethical Literacy • Self-Development • Community Building • Cultural Intelligence • Global Mind-set (Pless, Maak, & Stahl, 2011)

16. Global Leadership - Discussion

17. Global Leadership - Discussion Bayer Corporation • Global mindset • Cultural Sensitivity • GlobeSmart • Leadership development – Global Mindset • Online database: content, topics, assessment tool • Cultural awareness, diversity • Support and knowledge sharing (Smith & Victorson, 2012).

18. Global Leadership – Discussion IKEA • Summit Consulting - Consulting Firm • Challenges in opening stores internationally • Issues: Trust, communication, values, culture, and mindset • Solutions: • Understanding and knowledge of different cultures • Clear and distinct roles and responsibilities (Jorgensen, 2014)

19. Global Leadership – Discussion Toys R Us • England – Lack of basic knowledge and understanding of local market • Sweden – Conflict with Labor Unions and Swedish government • Japan – Japanese Law and approval process for foreign corporations • Toy industry and vendors actively worked against entry

20. Global Soup:

21. Global Leadership Equation: S + E + GBL = PS S= Student E= Educator GBL = Business Leaders PS = Prepared Student

22. References Crowne, K. (2008). What leads to cultural intelligence? Business Horizons, 51, 391-399. Javidan, M., & Walker, J. (2012). A whole new global mindset for leadership. People & Strategy, 35(2), 37-41. Jorgenson, A. (2014). Global growth through leadership. Retrieved on March 25, 2014 from http://www.summit- consulting.dk/en-GB/Solutions/Organisational-Robustness.aspx Mendenhall, M. E. 2008. Leadership and the birth of global leadership. In M. E. Mendenhall, J. S. Osland, A. Bird, G. R. Oddou, & M. L. Maznevski, (Eds.), Global leadership: Research,practice, and developement: 1–17. London, New York: Routledge. Rockstuhl, T., Seiler, S., Ang, S., Van Dyne, L. & Annen, H. (2011). Beyond general intelligence (IQ) and emotional intelligence (EQ): The role of cultural intelligence (CQ) on cross-border leadership effectiveness in a globalized world. Journal of Social Issues, 67(4), 825-840. Thomas, D., & Inkson, K. (2004). Cultural intelligence: People skills for global business. San Fransico, CA: Berrett-Koehler