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Gertrude I. Hewapathirana (PhD)
N. Jonas Ohrberg (PhD)
Forbes School of Business
Ashford University
THE ASSESSMENT OF BUSINESS COMPETENCY NEEDS: US BUSINESS MANAGERS’ SUGGESTIONS FOR BUSINESS EDUCATORS TO PREPARE FUTURE GLOBAL LEADERS
2014 IACBE ANNUAL CONFERENCE SAN DIEGO, CALIFORNIAAPRIL 10, 2014
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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
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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?
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Outline:
Trends in Academic Research
Cultural Intelligence
Cross Border Leadership
Global Mindset
Global Leadership
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Outline:
Global Leadership Focus - Discussion
Bayer Corporation
IKEA
Toys R Us
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Global management equation:
S + E + GBM = PS
S= StudentE= EducatorGBL = Global Business ManagersPS = Prepared Student
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Trends in Academic Research
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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).
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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)
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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).
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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).
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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).
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Global Mindset:
Intellectual Capital Global Business Savvy
Psychological Capital Passion for Diversity
Social Capital Interpersonal Impact (Javidan & Walker, 2012, p. 38).
Global Mindset
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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).
Global Leadership
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Project Ulysses:
Responsible Leadership Competencies
Ethical Literacy
Self-Development
Community Building
Cultural Intelligence
Global Mind-set (Pless, Maak, & Stahl, 2011)
Global Leadership
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Global Leadership - Discussion
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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).
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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)
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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
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Global Soup:
People&Culture
Cultural Intelligence
Cross Border Leadership
Global Mindset
Global Leadership
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Global Leadership Equation:
S + E + GBL = PS
S= StudentE= EducatorGBL = Business LeadersPS = Prepared Student
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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
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