INTERNATIONAL LEADERSHIP

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 gt 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, youll
  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
• Firms global leadership competencies have to be
  clearly identified and agreed upon
• Global leadership development should begin early
  in a candidates career

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