Dynamic cross-cultural competencies and global leadership effectiveness
AbstractAnalyzing data from a sample of 420 global leaders (matched with 221 supervisors), we found a combined effect of personality characteristics (extraversion, openness to experience, and lower neuroticism) and cross-cultural experiences (organization-initiated cross-cultural work experiences and non-work cross-cultural experiences) as predictors of dynamic cross-cultural competencies (tolerance of ambiguity, cultural flexibility, and reduced ethnocentrism). These competencies, in turn, are predictors of supervisors’ ratings of global leadership effectiveness. Our study suggests that developmental cross-cultural experiences occur through both work-related and non-work activities. The results suggest that both selection and development are critical for building a pipeline of effective global leaders.
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Bibliographic InfoArticle provided by Elsevier in its journal Journal of World Business.
Volume (Year): 47 (2012)
Issue (Month): 4 ()
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Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/620401/description#description
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- Caligiuri, Paula & Tarique, Ibraiz, 2009. "Predicting effectiveness in global leadership activities," Journal of World Business, Elsevier, vol. 44(3), pages 336-346, July.
- John M Mezias & Terri A Scandura, 2005. "A needs-driven approach to expatriate adjustment and career development: a multiple mentoring perspective," Journal of International Business Studies, Palgrave Macmillan, vol. 36(5), pages 519-538, September.
- Myers, Barbara & Pringle, Judith K., 2005. "Self-initiated foreign experience as accelerated development: Influences of gender," Journal of World Business, Elsevier, vol. 40(4), pages 421-431, November.
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