INTERCULTURAL COMPETENCE FOR GLOBAL LEADERSHIPi

Journal of Managerial Psychology, 2010

Purpose -Research on expatriation and global leadership has been characterized by wide variations in defining what constitutes intercultural competence. Greater progress can be achieved if a comprehensive definition of the intercultural competence domain can be established, particularly with regard to the specific context of global leadership. This paper aims to focus on the issues. Design/methodology/approach -The authors conduct an extensive review of the global leadership and expatriation literatures, integrating and synthesizing prior theoretical and empirical efforts to develop a comprehensive domain definition for intercultural competence in the context of global leadership. Findings -The domain of intercultural competence in the context of global leadership comprised three dimensions -perception management, relationship management and self management. Each dimension is characterized by facets that further delineate aspects of intercultural competence.

Administration in Social Work, 2012

Knowledge International Journal

The different changes in economic conditions such as the increasing interdependence of the world economy, the economic integration of Europe, the transformation of Central and Eastern Europe and the dynamics of the technological development have resulted in the fact, that the internationalization of business activities was inevitable. New businesses and firms were set up as a "conversion" of Western companies, as part of collaborations or linkages with Western organizations. The intercultural understanding cannot keep up with the pace of globalization. Business cooperation between different nations often fails due to the difference of the cultural values and attitudes. The economic imperative of globalization forces, on the one hand, more and more companies to expand their activities worldwide. On the other hand, companies are more and more exposed to cultural differences and their conflict-prone consequences without there being sufficient nation state or multinational mec...

2021

The impact of globalisation, which affects almost every aspect of life, has led to an increasing interconnection between nations, their economies and cultures. For this reason, the development of intercultural competence in managers and employees is of significant importance. The primary objective of the presented paper is to accentuate the importance of intercultural competence in the global business environment. The article is divided into three parts, the aim of each part is to provide a comprehensive picture of intercultural competence and to present the issue under investigation to the readers in a coherent manner. The methodology of the paper is primarily based on search and subsequent analysis of the literature of chartered scholars dealing with issues of globalization, communication and interculturality. On the basis of the analysis of the available scientific literature, we can demonstrate the importance of intercultural competence, which should be an integral part of every person's professional competence.

2014

The world of international business has changed dramatically in the past two decades, shifting from being the exclusive realm of giant multinational corporations to a wide-open marketplace for companies of all sizes and stages of maturity. Although there is growing recognition that Chief Executive Officers need international experience, little is known about which intercultural competencies are needed at the top. Most of the research in the field has been focused either further down the management chain, on expatriate managers, or outside the business world, on international students. Both these groups are well-researched due to the relative ease of gaining access to subjects. Accessing CEOs and other business elites is considerably more challenging, which may explain the dearth of academic research at the top level of business. This research aimed to fill that gap by exploring the strategic-level intercultural challenges faced by companies doing business internationally and by iden...

Science International Journal, 2024

The growth of globalisation and international trade has led to increased contact between different cultures, revealing the limitations and problems that can arise in their interaction. Negotiations are often complicated by the cultural distance created by different behaviour patterns in business practice. Accepting and taking into account the presence of multiculturalism can sometimes mean changes in global strategies or can call into question management models that have been considered valid until now as standard management models. Recognising and managing cultural distance allows companies and organisations to secure critical competitive advantages by reducing communication time and avoiding misunderstandings. Successful organisations are made up of people with excellent leadership skills. The twenty-first century requires a particular type of leader who can deal with globalisation and the new era's challenges. An experienced leader should be able to successfully manage changes, make good decisions in complex situations, respect cultural customs and differences, and inspire his environment so that people understand the more profound meaning and purpose of the work they do in accordance with the demands of a changing and unpredictable market environment. A company is competitive to the extent that it is able to understand, use and transmit information to others, which reflects the competence of leaders. There are increasingly multinational companies that include many people worldwide in their business and connect them to each other regardless of long distances. They control capital, technology and resources around the world. Leaders plan and supervise essential organisational functions, such as production, development, sales and procurement, accounting and finance, and human resources management. For daily business, they usually form a team of associates who lead specific segments of the organisation, such as the manager for finance, human resources, and marketing. With their help, they manage the business, delegate tasks and control the fulfilment of set goals. To coordinate and supervise the execution of tasks, managers work out rules related to the distribution of responsibilities and competencies, control mechanisms and information exchange. The paper aims to show how a modern organisation, in addition to all its characteristics, combines cultural differences and intercultural leadership, as well as what qualities and competencies are desirable for someone to be considered a successful intercultural leader.

2016

Scientific Editor Eduardo Eugênio Spers The need of global leaders is a topic discussed in organizations. The Global Mindset Leadership is a handbook for development of the competencies of global leaders that should be able to transcend national and corporate barriers to integrate different perspectives and people and to adapt to any context. Being aware of the developments taking place in the market is the task of leaders that need to understand different cultural system and adapt to them. The objective of this research is to analyze the perception of competence development of global leaders in the intellectual, psychological and social dimensions, of the professionals that work in the academic and corporate environments. This research is classified as field research, descriptive, using qualitative approach. The main contribution of this research was to identify that global leaders are identified by competencies that make them be flexible, with a high degree of adaptation to new co...

2014

The purpose of this study is to explore the factors influencing the development of intercultural competence among business students at a Canadian university. A sequential mixed methods methodology is utilized which includes: 1) a survey designed specifically for the current study, the Intercultural Competence among Canadian Business Students survey (ICCBS), 2) the Cultural Intelligence Scale (CQS) (Ang, Van Dyne, Koh, Templer, Tay, & Chandrasekar,2007), and 3) telephone interviews conducted with study participants. The research results indicate that although the university's business program does feature international content, few program components per se raise intercultural awareness. According to participants, program components that explicitly raise their awareness about cultural differences, however, do improve their intercultural competence. The following program variables have the strongest positive association with study participants' self-ranked and reported intercultural competence development: comparisons of business practices in different cultural contexts; textbooks, articles, or videos originating from other countries; and extra-curricular activities. Participants view the university's diverse setting as a valuable natural resource. However, the majority of students interviewed identify other students' attitudes as the key barrier to intercultural competence development. Data gathered in response to open-ended survey items and through interviews illuminate missed opportunities for developing intercultural competence, among business students. The CQS findings underscore the need for including more intercultural learning opportunities. Research findings surprisingly indicate no statistical association between participants' self-ranked intercultural competence and their composite CQ, even though CQ is measured with high reliability and the self-ranked competence seems subject to little social desirability. Together, these research results have important implications for business curriculum and co-curricular development, intercultural competence assessment and development, and future research.

European J. of International Management, 2013

To date, little is known about the intercultural competencies that enable global leaders to effectively address CSR-related demands of global stakeholder communities. In order to explore this gap in the literature we empirically investigate several intercultural competencies and their influence on Responsible Global Leadership (RGL). In delineating the antecedents of RGL we studied three CSR decision-making approaches: the globally standardised, the locally adapted, and the transnational. We found that different competency configurations were related to each of the three approaches and that intercultural competencies are most critical for the utilisation of the transnational approach. Our study contributes to the CSR literature by delineating some of the antecedents of RGL, and to global leadership research by establishing the scope of intercultural competencies within the domains of CSR and stakeholder management. Intercultural competencies as antecedents of responsible global leadership 551

2021

The world today is more integrated than ever before, with international trade and multinational corporations being a prominent part of global commerce. To lead successfully through such globalization, leaders must bring global mindsets and perspectives to their organizations to navigate critical differences in behaviors and worldviews by each unique country or culture. This study explores whether global, cross-cultural leaders make better decisions which ultimately lead to better outcomes for global corporations by exploring the relationship between cross-cultural leaders and successful organizations as measured by customer satisfaction, employee engagement and development, innovation, social responsibility, financial strength, and stock performance. This study collected data on 120 publicly traded companies headquartered in the United States. I hypothesized that there is a positive relationship between cross-cultural leaders and successful companies. The results indicate that cross...