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Leading across cultures in the human age: an empirical investigation of intercultural competency among global leaders.

Tucker MF, Bonial R, Vanhove A, Kedharnath U - Springerplus (2014)

Bottom Line: A set of six intercultural competencies and three criteria of global leadership success were identified and compared across nationalities.The competencies were measured and used to predict success over time.Applications are discussed in terms of global leadership assessment and development.

View Article: PubMed Central - PubMed

Affiliation: Tucker International, 5777 Central Ave., Suite 110, Boulder, CO 80301 USA.

ABSTRACT
This article reports on a major, large-scale two-year empirical study to investigate intercultural competencies among global leaders and the relationship of these competencies to criteria of high performance global leadership. The study was designed to contribute to the emerging field of global leadership research by identifying and measuring proximal attributes and leadership criteria as suggested by Zaccaro's trait-based leadership model (American Psychologist 62: 6-16, 2007). Only global leaders were included in the study - CEO's, General Managers, Function Heads, or those with Profit and Loss responsibility for their businesses. These 1867 leaders of 13 nationalities were engaged in leading people across cultures - either on international assignment or working from their home base. A set of six intercultural competencies and three criteria of global leadership success were identified and compared across nationalities. The competencies were measured and used to predict success over time. Applications are discussed in terms of global leadership assessment and development.

No MeSH data available.


Leader performance model. Taken from: Zaccaro 2007.
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Fig2: Leader performance model. Taken from: Zaccaro 2007.

Mentions: Leadership theory has focused on the traits of a leader, the attributes that a leader applies, and the situation in which leadership behavior occurs (see special issue in American Psychologist, Volume 62, Issue 1, 2007). Zaccaro (2007) offered the following trait-based model of effective leadership (FigureĀ 2) wherein distal leader traits (distal attributes) affect proximal attributes, and together these attributes influence leader processes (moderated by operating environment), which in turn influences indicators of leader performance. Given that the field of global leadership remains in its infancy (Bird 2008), the study reported here adopts this general trait-based model of leader effectiveness, applies it to global leadership effectiveness, and attempts to identify a more precise set of proximal attributes specifically relevant to global leadership. In addition, the present study attempts to establish an efficient set of global leader effectiveness criteria.Figure 2


Leading across cultures in the human age: an empirical investigation of intercultural competency among global leaders.

Tucker MF, Bonial R, Vanhove A, Kedharnath U - Springerplus (2014)

Leader performance model. Taken from: Zaccaro 2007.
© Copyright Policy - open-access
Related In: Results  -  Collection

License
Show All Figures
getmorefigures.php?uid=PMC4320168&req=5

Fig2: Leader performance model. Taken from: Zaccaro 2007.
Mentions: Leadership theory has focused on the traits of a leader, the attributes that a leader applies, and the situation in which leadership behavior occurs (see special issue in American Psychologist, Volume 62, Issue 1, 2007). Zaccaro (2007) offered the following trait-based model of effective leadership (FigureĀ 2) wherein distal leader traits (distal attributes) affect proximal attributes, and together these attributes influence leader processes (moderated by operating environment), which in turn influences indicators of leader performance. Given that the field of global leadership remains in its infancy (Bird 2008), the study reported here adopts this general trait-based model of leader effectiveness, applies it to global leadership effectiveness, and attempts to identify a more precise set of proximal attributes specifically relevant to global leadership. In addition, the present study attempts to establish an efficient set of global leader effectiveness criteria.Figure 2

Bottom Line: A set of six intercultural competencies and three criteria of global leadership success were identified and compared across nationalities.The competencies were measured and used to predict success over time.Applications are discussed in terms of global leadership assessment and development.

View Article: PubMed Central - PubMed

Affiliation: Tucker International, 5777 Central Ave., Suite 110, Boulder, CO 80301 USA.

ABSTRACT
This article reports on a major, large-scale two-year empirical study to investigate intercultural competencies among global leaders and the relationship of these competencies to criteria of high performance global leadership. The study was designed to contribute to the emerging field of global leadership research by identifying and measuring proximal attributes and leadership criteria as suggested by Zaccaro's trait-based leadership model (American Psychologist 62: 6-16, 2007). Only global leaders were included in the study - CEO's, General Managers, Function Heads, or those with Profit and Loss responsibility for their businesses. These 1867 leaders of 13 nationalities were engaged in leading people across cultures - either on international assignment or working from their home base. A set of six intercultural competencies and three criteria of global leadership success were identified and compared across nationalities. The competencies were measured and used to predict success over time. Applications are discussed in terms of global leadership assessment and development.

No MeSH data available.