gertrude i. hewapathirana (phd) n. jonas ohrberg (phd) forbes school of business ashford university...

Gertrude I. Hewapathirana (PhD)

N. Jonas Ohrberg (PhD)

Forbes School of Business

Ashford University

THE ASSESSMENT OF BUSINESS COMPETENCY NEEDS: US BUSINESS MANAGERS’ SUGGESTIONS FOR BUSINESS EDUCATORS TO PREPARE FUTURE GLOBAL LEADERS

2014 IACBE ANNUAL CONFERENCE SAN DIEGO, CALIFORNIAAPRIL 10, 2014

2

Purpose:

Outline trends in global leadership research

Identify the specific skill set required for global business managers

Discuss the possible use of US business leaders as a resource in preparing entry level global managers

3

Questions:

How can US international business managers contribute to preparing entry level managers?

What new competencies are in demand?

What is the research telling us about global management practices and skills?

4

Outline:

Trends in Academic Research

Cultural Intelligence

Cross Border Leadership

Global Mindset

Global Leadership

5

Outline:

Global Leadership Focus - Discussion

Bayer Corporation

IKEA

Toys R Us

6

Global management equation:

S + E + GBM = PS

S= StudentE= EducatorGBL = Global Business ManagersPS = Prepared Student

7

Trends in Academic Research

8

CULTURAL INTELLIGENCE

Cultural Intelligence (CQ):

“Multifaceted competency consisting of cultural knowledge, the practice of mindfulness, and the repertoire of behavior skills” (Thomas & Inkson, 2004, pp. 182-183).

9

Cultural Intelligence

Elements of CQ:

Meta-cognition: Ability and knowledge related to processing information

Cognition: Self-awareness, external social elements, processing of information.

Motivation: Interest and intent in learning and functioning

Behavior: Verbal and non-verbal behavior in cultural context

(Crowne, 2008, p. 392)

10

Cross-Border Leadership

Cross-Border Leadership Effectiveness:

“Thus, we define cross-border effectiveness as the effectiveness of observable actions that managers take to accomplish their goals in situations characterized by cross-border cultural diversity”

(Rockstuhl et al, 2011, p. 826).

11

Cross-Border Leadership

Cross-Border Leadership Effectiveness:

Multicultural Perspective: Avoid country specific perspective

Local and Global Balance: Importance of demands and issues

Multiple Cultures: Ability to relate to, understand and work with

EQ and CQ important elements of effective cross-border leadership effectiveness (Rockstuhl et al, 2011, p. 826, 834).

12

Global Mindset

Global Mindset:

“…set of attributes that help a manager influence individuals, groups and organizations from diverse, cultural, political, and institutional backgrounds” (Javidan & Walker, 2012, p. 38).

13

Global Mindset:

Intellectual Capital Global Business Savvy

Psychological Capital Passion for Diversity

Social Capital Interpersonal Impact (Javidan & Walker, 2012, p. 38).

Global Mindset

14

Global Leadership:

“Individuals who effect significant positive change in organizations by building communities through the development of trust and the arrangement of organizational structures and processes in a context involving multiple cross boundary stakeholders…and multiple cultures…”

(Mendenhall, 2008, p. 17).

Global Leadership

15

Project Ulysses:

Responsible Leadership Competencies

Ethical Literacy

Self-Development

Community Building

Cultural Intelligence

Global Mind-set (Pless, Maak, & Stahl, 2011)

Global Leadership

16

Global Leadership - Discussion

17

GLOBAL LEADERSHIP - DISCUSSION

Bayer Corporation

Global mindset

Cultural Sensitivity

GlobeSmart

Leadership development – Global Mindset

Online database: content, topics, assessment tool

Cultural awareness, diversity

Support and knowledge sharing (Smith & Victorson, 2012).

18

Global Leadership – Discussion

IKEA

Summit Consulting - Consulting Firm

Challenges in opening stores internationally

Issues: Trust, communication, values, culture, and mindset

Solutions:

Understanding and knowledge of different cultures

Clear and distinct roles and responsibilities

(Jorgensen, 2014)

19

Global Leadership – Discussion

Toys R Us

• England – Lack of basic knowledge and understanding of local market

• Sweden – Conflict with Labor Unions and Swedish government

• Japan – Japanese Law and approval process for foreign corporations

• Toy industry and vendors actively worked against entry

20

Global Soup:

People&Culture

Cultural Intelligence

Cross Border Leadership

Global Mindset

Global Leadership

21

Global Leadership Equation:

S + E + GBL = PS

S= StudentE= EducatorGBL = Business LeadersPS = Prepared Student

22

References

Crowne, K. (2008). What leads to cultural intelligence? Business Horizons, 51, 391-399.

Javidan, M., & Walker, J. (2012). A whole new global mindset for leadership. People & Strategy, 35(2), 37-41.

Jorgenson, A. (2014). Global growth through leadership. Retrieved on March 25, 2014 from http://www.summit-

consulting.dk/en-GB/Solutions/Organisational-Robustness.aspx

Mendenhall, M. E. 2008. Leadership and the birth of global leadership. In M. E. Mendenhall, J. S. Osland, A. Bird, G.

R. Oddou, & M. L. Maznevski, (Eds.), Global leadership: Research, practice, and developement: 1–17. London,

New York: Routledge.

Rockstuhl, T., Seiler, S., Ang, S., Van Dyne, L. & Annen, H. (2011). Beyond general intelligence (IQ) and emotional

intelligence (EQ): The role of cultural intelligence (CQ) on cross-border leadership effectiveness in a globalized

world. Journal of Social Issues, 67(4), 825-840.

Thomas, D., & Inkson, K. (2004). Cultural intelligence: People skills for global business. San Fransico, CA: Berrett-

Koehler

23