Global Leadership
akashaseeja
MGMT5006GLModule5GlobalMindset.pptxMGMT5006 Global Leadership Week 5: Global Mindset
Students can pick up a Unit Outline and a number card on the way into class
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Module 5- Global Mindset
Overview
Looking back to Week 3
What is a global mindset?
Why is it important?
How do we develop a global mindset?
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Looking back to Week 3 Global Leadership Competencies
Last week we considered:
“what are global leadership competencies?”
“how do we develop them?”
We recognised that global leadership competencies:
are a set of behaviours/attitudes/capabilities that enable effective global leadership;
are numerous and multi-faceted;
maybe context specific.
Questions for discussion (open)
Questions for discussion are:
1. What does the world in which I have to function as a leader look like?
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Linking to Module 5 Global Mindset
From this weeks readings, we see that that global leadership competencies and a global mindset are linked.
Both are critical to successful and effective global leadership
This week, we explore the concept of a global mindset, asking:
What is a global mindset?
Why is it important?
How do we develop a global mindset in ourselves or in team members?
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Global leadership competencies
Long lists of skills / psych. traits / knowledge / behaviours
Critical to global leader success
Global Mindset
Varied thinking on what / how / why
Critical to global leader success
Perspective / orientation
Thinking about Global Mindset
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How to define it?
How to develop it?
How to measure it?
Thinking about Global Mindset
Global mindset influences the way that global leaders perceive and interpret the world
It is thought to be critical to global leadership effectiveness
Linked to higher individual and firm performance
There is no generally accepted definition of global mindset (Osland 2017, p88)
Researchers have several ways of thinking about Global Mindset
Let’s take a look…
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How to define it?
Global Mindset as a capability (Javidan & Bowen, 2013)
”A capability to influence others unlike oneself”
Critical to effective global leadership
Described by Global Mindset construct
Three types of capital: intellectual, psychological and social (see graphic on next page)
Measured using Global Mindset Inventory (GMI)
A psychometric tool to measure leaders’ strengths and weaknesses on the nine elements.
an effective way to assess a leader’s potential to be successful in a cross-cultural assignment.
provides a map for development.
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Global Mindset construct Javidan and Bowen (2013)
Intellectual
Global Business Savvy – Do you understand the strategies, markets, risks and supplier options in your global industry?
Cosmopolitan Outlook – Do you know the geographic, historical, economic and political issues of the places in which you do business?
Cognitive Complexity – Do you have the ability to intellectually navigate complex issues?
Psychological
Passion for Diversity – Are you passionate about and energized by diversity?
Quest for Adventure – Do you have a sense of adventure?
Self-Assurance – Are you energized by working in new environments that are challenging and unpredictable?
Social
Intercultural Empathy – Do you have the ability to connect emotionally with people from other parts of the world?
Interpersonal Impact – Do you have the ability to establish credibility, build consensus and develop your personal network?
Diplomacy – Do you have the ability to ask questions, actively listen and observe in order to understand the values and motivations of others?
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Global Intellectual Capital
Global Business Savvy
Cosmopolitan Outlook
Cognitive Complexity
Do you understand the strategies, markets, risks and supplier options in your global industry?
Do you know the geographic, historical, economic and political issues of the places in which you do business?
Do you have the ability to intellectually navigate complex issues?
Global Psychological Capital
Passion for Diversity
Quest for Adventure
Self-Assurance
Are you passionate about and energized by diversity?
Do you have a sense of adventure?
Are you energized by working in new environments that are challenging and unpredictable?
Global Social Capital
Intercultural Empathy
Interpersonal Impact
Diplomacy
Do you have the ability to connect emotionally with people from other parts of the world?
Do you have the ability to establish credibility, build consensus and develop your personal network?
Do you have the ability to ask questions, actively listen and observe in order to understand the values and motivations of others?
Global Mindset dispositions (Henson, 2016)
Global Mindset dispositions are part of a Henson’s model that describes global leadership
Henson identifies four elements of global mindset:
FACE – Flexibility – Acceptance – Curiosity – Empathy
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Antecendents
CQ
Personality
Self-awareness
Cross-cultural contacts and experiences
Global Leadership
Global Mindset dispositions (FACE)
Competencies
Fundamentals
Context
Outcomes
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Flexibility – ability to adapt to different and changing circumstances
When working with or interacting with people from different cultures do you
Adapt and vary your leadership style?
Feel comfortable when faced with situations with much ambiguity?
Cope with complexity and ambiguity?
Able to distinguish between real agreement and polite responses?
Adjust your work style or pace?
Acceptance – openmindedness, not leaping to judgements or evaluations
More likely to learn,
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FACE – Global Mindset according to Henson (2016)
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Flexibility
Global leaders who are flexible have some advantage
Able to adapt to different and changing circumstances
Acceptance
Being open-minded, not making judgements, assumptions, evaulations
“Seeks first to understand” (Covey 1989)
Curiosity
Empathy / Emotional Connection
A willingness to be open to new ideas and relate to different people
Reduced ethnocentrism
"a passion to learn" - interested in learning about other cultures
The most important disposition
Cognitive empathy vs emotional empathy
The ability to see the world as others see it
FACE – Global Mindset according to Henson (2016)
Flexibility-Acceptance-Curiosity-Empathy
Important elements of global leadership
Help global leaders have a better understanding of cross-cultural situations
Help leaders address situational and cultural challenges
The importance of each disposition will vary with culture and situation
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Global Mindset as an orientation (Mendenhall & Bird, 2013; Levi et al, 2007; Chandwani et al, 2015)
”The baseline orientation on which those competencies (leadership competencies) can be built”
Two constructs:
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Cognitive complexity
Cosmopolitanism
Appreciation of other cultures
Ability to understand diverse perspectives
Ability to integrate those diverse viewpoints
Willing to engage and be open to exploring them
Global Mindset as an orientation (Mendenhall & Bird, 2013; Levi et al, 2007; Chandwani et al, 2015)
Antecedent to global leadership competencies
Development facilitated by mindfulness (Chandwani et al, 2015)
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Mindfulness
Global Mindset
Global Leadership Competencies
Flexibility – ability to adapt to different and changing circumstances
When working with or interacting with people from different cultures do you
Adapt and vary your leadership style?
Feel comfortable when faced with situations with much ambiguity?
Cope with complexity and ambiguity?
Able to distinguish between real agreement and polite responses?
Adjust your work style or pace?
Acceptance – openmindedness, not leaping to judgements or evaluations
More likely to learn,
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Global Mindset
In summary:
Global mindset is:
an orientation / perspective / way of interacting with the world
a set of attitudes
“A way of being, rather than a set of skills”
Global mindset enables leaders to see beyond the confines of their own culture
In general, the elements of global mindset can be grouped into:
Cognitive: thoughts, ideas, knowledge about global world, other cultures, people from other cultures
Affective: feelings / emotions
Behavioural: actions / intentions
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What do you think?
Do you have a Global Mindset?
Think of some examples of how you have displayed this
Developing a Global Mindset
Javidan and Bowen (2013) suggest Global Mindset can be developed in two ways:
“Finding It” and “Growing It”
Finding it: identifying managers with characteristics that are linked to successful global leadership
Growing it: building capability through experiences, training etc
Both are important because some types of global capital are difficult to ”grow” eg: Global Psychological Capital
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How to develop it?
“Finding It” - Developing a Global Mindset
Javidan and Bowen (2013) analysed a database of over 17,000 managers to explore ‘Global Mindset’ scores. They found:
Varies by industry
Managers working in certain industries have higher Global Mindset scores
Varies by organisational function
Managers working in certain functions have higher Global Mindset scores
Varies by organisational level
Managers working in certain levels have higher Global Mindset scores
Other indicators
Language proficiency in more than one language / number of countries lived in
Highest – telecommunications
Lowest - manufacturing
Highest – communication, finance, marketing
Lowest – administrative, IT, manufacturing
Higher levels of management: increased Global Psychological and Social Capital
International graduate degree
Age (this varies depending on the type of Global Capital!)
“Growing It” - Developing a Global Mindset
Global Intellectual Capital
Knowledge acquisition via self-directed learning or teaching
Global Psychological Capital
Difficult to grow
Global Social Capital
Networking across the organization
Coaching on how to critically think about and use the knowledge
Hands on experience
First-hand experiences: travel to international offices, global project teams, global assignments
Paired with coaching before, during and after the experience
Mentors
Being a mentor for up and coming global leaders
What do you think?
Have you participated in any of the types of development described?
How have your personal experiences contributed to the development of a global mindset?
