Global Leadership
akashaseeja
MGMT5006GLWk12GlobalLeadershipDevelopment.pptxMGMT5006 Global Leadership Week 12: Global Leadership Development
Students can pick up a Unit Outline and a number card on the way into class
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Overview
Looking back to Week 11 – Cross-cultural Leadership Behaviour
Week 12 – Global Leadership Development:
Why is Global Leadership Development important? ( a refresher)
What do we already know about Global Leadership Development?
Global Leadership Development - important concepts
Strategies and methods
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Looking back to Week 11 Cross-cultural Leadership Behaviour
Last week we considered:
What are some culturally endorsed leadership attributes and dimensions?
What leadership styles are effective across cultures?
How does an effective leader behave?
We learned that:
There are indicators of effective leadership that stand-up across cultures
den Dekker proposes three leadership dimensions or styles that contribute to effective global leadership: transformational, team-oriented, participative leadership
The effectiveness of participative leadership is most varied across cultures: linked to power-distance index, preferences for hierarchy and power sharing
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 Week 12 Global Leadership Development
This week, we draw our learning together, and consider how global leaders might be developed within organisations
We explore:
Leadership development methods
Strategies for developing global leaders
Your own plan for world domination (ie: your own global leadership career plan)
Week 12 - Global Leadership Development
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Global Leadership Development – Key Ideas
| Why is it important? Globalisation (Wk1) Lack of global leaders | Global leadership competencies Leading in the global context (Wk2) Domestic vs global competencies (Wk3) Context-specific competencies ‘Enabling’ competencies |
| How to develop global leaders? Types of learning experiences Transformational experiences | Strategies and methods International exposure Experiences that contrast and confront |
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Why is it important?
As we learned in Week 1, organisations are operating in an increasingly turbulent global context
Business environment is shaped by global trends such as:
Rise of merging markets
Change in global demographics
Technological acceleration
Globalisation and trade
Globalisation = complexity
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The Need - Global Leadership
“We need executives who can handle this global complexity and we need them fast” (Mendenhall 2018, p22)
Increased complexity
Leadership is more complex and challenging due to the evolving effects of globalization
The need
A need for people who can
A priority
Developing people with global leadership competence is a high priority for firms
adapt to differences in cultural situations and interactions
inspire culturally different followers, with different “leadership expectations”
manage and lead from a global perspective
What are global leadership competencies?
In Week 3 and 5, we learned about global leadership competencies and global mindset :
Global competencies:
The “set of behaviour patterns” that enable a leader to perform the tasks and functions of global leadership with competence (ie: effectively).
Long lists of global leadership competencies have been identified by researchers
Competencies are multi-faceted, reflecting the complex nature of global leadership
Various frameworks and categories have been developed to make sense of these (return to Wk 3 for a refresher)
Global mindset:
an orientation / perspective / way of interacting with the world
a set of attitudes
“A way of being, rather than a set of skills”
Enables leaders to see beyond the confines of their own culture
Global Leadership Development - What do we already know?
Our readings on global leadership competencies and global leadership have provided some insight in how to develop these…
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Global Competencies
(See Cumberland et al 2012)
Global Mindset
(See Javidan & Bowen 2013)
'Finding-it'
'Growing-it'
self-awareness
didactic training
experiential opportunities
immersion
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?
Global Leadership Development - What do we already know?
Our module on global leadership knowledge creation also provides some clues
(See Wk 10 for a refresher)
Global leadership knowledge is created and
accumulated through exposure to the
international/global business context
(ie: international experiences)
International experiences offer (from Nonaka 1994):
Variety - a range of new, intense and challenging experiences in a short period of time
Quality – richer and deeper experiences.
More mistakes and failures | heightened success
Intensity / impact – stronger affective reactions, heighted emotional impact chance for greater self-knowledge
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Variety
Quality
Affective intensity / emotional impact
How to develop global leaders?
Most learning should come through experiential or work-based experiences
Why?
Experiential learning is intellectual AND emotional
Lessons are not easily forgotten
But…not just any work experience
What types?
Real-time exposure to global context
Experiences that ‘contrast | confront | replace’
In this week’s readings, we learn that a combination of learning / development experiences is most effective in developing global leaders:
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Formal learning / classroom training
(10-20%)
Developmental learning / Information exchange
(20-30%)
Experiential learning – work experience
(50-70%)
Transformational experiences
Adapted from Black and Gregersen (2000)
Contrast: Experiences that contrast with our view of the world/business
Confront: growing awareness of how we view the world, and differences to others
Replace: altering our mental map to encompass other ways of doing | new understandings
Global leadership can be seen as a transformational process “of letting go and taking on new mental constructs and models” (Oddou and Mendenhall 2007, p165)
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Contrast
Confront
Replace
What do you think?
Can you think of a developmental situation / experience in which you have encountered:
Contrast?
Confrontation?
Replacement? (Letting go / taking on)
How to develop global leaders?
Experience alone is not sufficient…
Existing competencies
‘Enabling competencies’ facilitate transformative experiences
E.g.: ability to tolerate ambiguity, curiosity, openness, ability to develop relationships, interpersonal initiation
Important to diagnose / assess these enabling competencies
in potential global leaders to maximise development
opportunities
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Formal learning / classroom training
(10-20%)
Developmental learning / Information exchange
(20-30%)
Experiential learning – work experience
(50-70%)
How to develop global leaders?
Ghemawat (2012) highlights the importance of specific global business knowledge as a precursor for successful global leadership development
Experiences are important but leaders also need an understanding of the international context for their industry / organization
What factors are shaping the international interactions in the sector?
What are the cross-country differences between key stakeholders?
What are the effects of these on business / relationships?
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Formal learning / classroom training
(10-20%)
Developmental learning / Information exchange
(20-30%)
Experiential learning – work experience
(50-70%)
Strategies and methods
To develop global leaders, organisations need to provide their personnel with opportunities for transformation (contrast | confront | replace)
Organisations may use a range of training elements, including:
Classroom learning
Opportunities for information exchange
Work experience, ranging from
Business travel
Participation in international seminars
Roles in international project teams
International assignments (expatriation / inpatriation)
**For an example of a Global Leadership Development program within an organisation refer to the reading Salicru (2016) A Case Study of Global Leadership Development Best Practice**
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Strategies and methods
Work experiences are more effective with:
Increasing level of ‘contrast / confront’
Increasing international exposure
Greater degree of integration with local community
Job assignments -International experience
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International business travel
International project teams
International assignments
A range of experiences designed to maximise learning
Combination of:
Formal (10-20%)
Developmental (relational) (20-30%)
Experiential (50-70%)
Development Programs
Global Leadership Development Programs
A range of experiences designed to maximise learning
Experiences that activate emotional, intellectual and behavioural memories
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One size fits all?
Ghemawat (2012) suggests that focus on standard global leadership competencies is ineffective.
Rather than developing standard global leadership competencies, context matters.
In particular, competencies relating to economic and political understanding
It may be useful to focus development for a specific geographic region and customize to suit the context
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What do you think?
What elements would you include in a global leadership development program?
What experiences / training have you already participated in that may form part of your own development program?
What experiences / elements would you include for your future development?
