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GLOBAL LEADERSHIP

GLOBAL LEADERSHIP. Joyce Osland, Ph.D. San Jose State University osland_j@cob.sjsu.edu (408)924-3583. Learning Objectives. To Understand: The link between globalization and global leadership Comparative leadership Expert thinking in GLs

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GLOBAL LEADERSHIP

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  1. GLOBAL LEADERSHIP Joyce Osland, Ph.D. San Jose State University osland_j@cob.sjsu.edu (408)924-3583

  2. Learning Objectives To Understand: • The link between globalization and global leadership • Comparative leadership • Expert thinking in GLs • Ways to develop global leadership in yourself and others

  3. ECONOMIC FRONT International mega-mergers Rise of regional economic power Privatization of government-owned corporations Expanding economic integration of Europe China’s growing economy and markets SOCIAL FRONT Loss of national identities Ethnic strife Increasing conflicts between “haves” and “have nots” Fundamentalist Islamic terrorists Growing backlash against U.S. influence and culture Demographic shifts due to rapidly aging populations and AIDS Escalating concern over environmental degradation THE GLOBAL CONTEXT

  4. 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

  5. Source of Culture “There are many kinds of wilderness…and each forces on people a different set of adaptations and creates a different pattern of life, custom, and belief. These patterns we call culture.” Wallace Stegner

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

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

  8. UNIVERSAL NEGATIVE LEADER ATTRIBUTES Ruthless Egocentric Asocial Non-explicit Irritable Non-cooperative Loner Dictatorial Source: GLOBE Project

  9. CULTURALLY CONTINGENT LEADER ATTRIBUTES Enthusiastic Self-sacrificial Risk taking Sincere Ambitious Sensitive Self-effacing Compassionate Unique Willful Source: GLOBE Project

  10. GLOBAL LEADERSHIP DEFINED The 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.

  11. “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

  12. Global vs. Domestic Leadership • Connectedness and interdependence • Boundary Spanning • Complexity and ambiguity • Building Learning Environments/Diverse Communities and Teams • Ethical challenges • Tensions/Paradoxes • Pattern Recognition Differences in terms ofdegree:

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

  14. WHY IS GLOBAL LEADERSHIP IMPORTANT? • U.S. Fortune 500 survey results: • 85 percent of the firms do not have an adequate number of global leaders • 67 percent of existing leaders need additional global skills and knowledge (Gregersen, Morrison & Black, 1998) • Global mindset is crucial for successfully managing transnational corporations (Bartlett & Ghoshal, 1992)

  15. 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

  16. Global Leadership Dimensions with attendant Competencies Global Organizing Expertise Global Business Expertise Global Business Savvy Global Organizational Savvy Business Acumen Stakeholder Orientation External Orientation Results-Orientation Team Building Community Building Organizational Networking Creating Learning Systems Architecting/designing Global Networking Strong Customer Orientation Business Literacy Change Agentry Traits and Values Cross-Cultural Relationship Skills Inquisitiveness/Curiosity Continual Learner Accountability Integrity Courage Commitment Hardiness Maturity Results-Orientation Personal Literacy Tenacity Emotional Intelligence Building Relationships XC Communication Skills Ability to Emotionally Connect Inspire, Motivate Others Conflict Management Negotiation Expertise Empowering Others Managing XC Ethical Issues Social Literacy Cultural Literacy Cognitive Orientation Visioning Environmental Sensemaking Global Mindset Thinking Agility Improvisation Pattern Recognition Cognitive Complexity Cosmopolitanism Managing Uncertainty Local vs. Global Paradoxes Behavioral Flexibility Articulating a tangible vision and strategy Envisioning Entrepreneurial Spirit Catalyst for Cultural Change Catalyst for Strategic Change Source: Mendenhall & Osland, 2002

  17. System Skills Interpersonal Skills Attitudes & Orientations Threshold Traits Integrity Humility Inquisitiveness Global Knowledge The Building Blocks of Global Competency Leading Change & creativity Make Ethical Decisions Span Boundaries Build Community Mindful Communication Create & Build Trust Teaming Global Mindset Cognitive Complexity Cosmopolitanism Hardiness

  18. Perceive, analyze, diagnose-decode the situation Possess the behavioral repertoire and flexibility to act appropriately, then do so Accurately identify what managerial action would be most effective in the situation What Effective Global Executives Do

  19. HIRE AND PROMOTE THESE PERSONALITY CHARACTERISTICS • Openness • Flexibility • Not ethnocentric • Integrity • Curiosity • Hardiness

  20. WAYS TO DEVELOP GLOBAL LEADERSHIP & MINDSET • Hire diverse employees • Use cross-border teams • Create cross-border action learning projects • Short immersion experiences • Expatriate assignments • Hold meetings and locate business-unit headquarters in foreign locales • Foster social networks across cultures • Take formal education courses to expand knowledge bases and skills • Corporate training programs

  21. …WAYS TO DEVELOP GLOBAL LEADERSHIP & MINDSET • Executive coaching • Use incentives to reward acquisition of GL competencies • Inclusive selection criteria for GL programs to avoid ethnocentrism • 360-degree feedback that includes input from foreign organizational members • International travel that leverages learning • Assessment centers • International simulations

  22. Leveraging Repatriate Cadres • Mandatory debriefings when repatriates return to capture their knowledge and insights • Mandatory “Globalizing Seminars” taught by repatriates • Inclusion of repatriates in important international business trips and global strategic planning processes • Mentoring of future and current expatriates

  23. 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.

  24. “It is the ambiguity of meaning that marks the boundaries of culture—the boundaries where ambiguity begins, where managers can no longer be sure of the correctness of their interpretation of what is going on.”Apfelthaler & Karmasin

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