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ILA Global Conference 2011 Allan Bird, Northeastern University October 26, 2011
Mapping the Way to Global Leadership Competency: From
Assessment to Coaching, Successful Models and Practices
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Agenda
1. Become aware of essential competencies necessary for global leadership.
2. Learn ways to assess and develop these competencies.
3. Become aware of coaching methods used to build global leadership competency.
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“Underlying characteristic of an individual or team that can be shown to predict effective superior performance in a job or situation.”
McClelland (1973)
“A capacity that exists in a person that leads to behaviors that meet the job demands within the parameters of the organizational environment.”
Boyatzis (1982)
What is a competency?
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Global Leadership Research
Reviews of the global leadership literature (Bird & Osland, 2004; Jokinen, 2005; Mendenhall, 2001; Mendenhall & Osland, 2002; Osland, 2008; Osland, Taylor, & Mendenhall, 2009) find:
1. Over 50 competencies that influence global leadership effectiveness.
2. Many of these competencies overlap conceptually and are often separated only by semantic differences in the labels given them by researchers (Jokinen, 2005; Osland, 2008).
3. Global leadership is a multi-dimensional construct.
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High Performing Global Managers
Business Knowledge
Intercultural Competencies
Organizing Expertise
The Global Leadership Context
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Intercultural Competency
Ability to Learn and
Understand Effectively
Ability to Develop and
Manage Relationships
Effectively
Ability to Manage Self Effectively in Challenging Situations
Our Conclusion
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Intercultural Competency Consists of Three Dimensions (with 16 facets)
Perception Management Processes and flexibility with which perceptions and judgments are made of new situations or events, along with curiosity and the ability to deal effectively with ambiguous situations.
Relationship Management Having an attentive disposition to build and then maintain positive interpersonal relationships with people who are different, along with an awareness of the impact of one’s own behavior on others in cross-cultural interactions.
Self Management Capacity to cope with adversity and challenges, to adapt and change in positive ways while maintaining a stable sense of self, and to care for oneself in a mentally and emotionally healthy way.
Bird, A., Mendenhall, M.E., Stevens, M. J. & Oddou, G. (2010). De@ining the domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25, 8: 810-‐828
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Perception Management
Nonjudgmentalness Willingness to withhold or suspend negative judgments about situations or people.
Inquisitiveness Disposition to look at new and different experiences as opportunities for variety, change and learning.
Tolerance of Ambiguity Capacity to be comfortable with ambiguity and uncertainty.
Cosmopolitanism Natural interest in and curiosity about foreign countries, cultures, and geography, as well as current world and international events.
Interest Flexibility Willingness to explore new interests or hobbies and change one’s normal routine or activities.
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Relationship Management
Relationship Interest Awareness of and interest in others, especially those who are different.
Interpersonal Engagement Willingness to engage others and maintain those relationships once created.
Emotional Sensitivity Capacity to read emotions and understand feelings and challenges of others.
Self Awareness Awareness of one’s values, beliefs, strengths and limitations as well appreciating the impact of these on one’s relationships with others.
Social Flexibility Capacity to regulate and adapt one’s behaviors to fit in and build positive relationships with others.
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Self Management
Optimism Having a positive mental outlook toward people, events and situations.
Self Confidence Confidence in oneself and the ability to succeed by hard work and effort.
Self Identity Capacity to maintain one’s own values and beliefs while still being accepting of the situation and those who are different.
Emotional Resilience Being emotionally strong and able to cope well with setbacks or frustrations.
Non-Stress Tendency Disposition to respond with calmness to potential stressors.
Stress Management Level of active effort and strategies used to manage the stressors faced.
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Inquisitiveness
• This competency appears both in the global leadership and expatriate literature as being related to intercultural effectiveness
Support from Literature Reviews (I)
Arthur & Bennett, 1995, 1997 Mol, et. al., 2005
Black & Gregersen, 1991 Moro Bueno & Tubbs, 2004
Bird & Osland, 2004 Osland, 2008
Jokinen, 2005 Ronen, 1989
Kealey, 1989, 1994, 1996 Sinangil & Ones, 1997
Kealey & Ruben, 1983 Shaffer et. al. 2006
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Properties of a Good Instrument
• Must be reliable
• Should have these types of validity: § Content validity
§ Predictive validity
§ Face validity
§ Cross-cultural validity
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• The GCI contains 163 items and is administered online
or via paper and pencil format. Average completion time is 45 min.
• A Social Desirability dimension (a = .83) is also
measured, though not explicitly reported to respondents. • Results for each of the 16 dimensions, three factors and
an Overall Competency Score are calculated relative to norms based on the results of all previous respondents.
• Available online in English, Spanish, French, German,
Japanese & Chinese
Overview of the Global Competencies Inventory
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Basic Profile
Perception Management
Self Management Relationship Management
1
2
3
4
5
6
Low
Moderate
High X
X X
Your scores compare you to
thousands of business-people
and students from around the
world.
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Globe Trotters
RM SM
PM Enjoy learning about foreign places and people, easily initiate relationships with those who are different from them, and manage the personal challenges these create quite well. The world is their "backyard."
This profile is less
uncommon
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Discoverers
PM
SM RM
Like to learn about and develop relationships with people who differ from them. They don't always calculate the personal costs of their adventures and usually suffer some emotionally.
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Where to go next?
General suggestion for developing individual competencies
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Personal Development Plan
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Coaching Case Studies
Alastair Macfarlane Director,
PSI Ltd.
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GCI Profile for Andrew
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Dimensions of Intercultural Competence
Perception Management - HIGH Processes and flexibility with which perceptions and judgments are made of new situations or events, along with curiosity and the ability to deal effectively with ambiguous situations.
Relationship Management - HIGH Having an attentive disposition to build and then maintain positive interpersonal relationships with people who are different, along with an awareness of the impact of one’s own behavior on others in cross-cultural interactions.
Self Management - MODERATE Capacity to cope with adversity and challenges, to adapt and change in positive ways while maintaining a stable sense of self, and to care for oneself in a mentally and emotionally healthy way.
Bird, A., Mendenhall, M.E., Stevens, M. J. & Oddou, G. (2010). De@ining the domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25, 8: 810-‐828
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Self Management
Optimism Having a positive mental outlook toward people, events and situations.
Self Confidence Confidence in oneself and the ability to succeed by hard work and effort.
Self Identity Capacity to maintain one’s own values and beliefs while still being accepting of the situation and those who are different.
Emotional Resilience Being emotionally strong and able to cope well with setbacks or frustrations.
Non-Stress Tendency Disposition to respond with calmness to potential stressors.
Stress Management Level of active effort and strategies used to manage the stressors faced.
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Discoverer
PM
SM RM
Like to learn about and develop relationships with people who differ from them. They don't always calculate the personal costs of their adventures and usually suffer some emotionally.
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GCI Summary for Andrew
• Social Desirability Score 5
• High Perception Management and Relationship Management with Moderate Self Management
• High Non Stress Tendency with low Stress Management
• Moderate Self-Awareness with Low Self Identity
• High Emotional Sensitivity with low Emotional Resilience
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Meeting Andrew
• Intellectual, motivated to understand • Self critical/ very high expectations of self
• Extrovert, friendly and sociable
• Highly supportive and empathetic
• Wants to be liked, emotionally vulnerable
• Tendency to become over-focused, overwhelmed and distracted
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Andrew Coaching Focus
• Investigate and raise awareness of personal costs and behavioral consequences
• Develop clearer sense of self and personal values • Create a better balance between own needs and
others’ needs • Identify stressors and generate strategies for
managing them when they occur
• Build emotional resilience
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GCI Profile for Barbara
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GCI Summary for Barbara
• Social Desirability Score 8 • Low Non-Stress Tendency, Optimism and Self-
Confidence • Moderate Stress Management with High Emotional
Resilience and Tolerance of Ambiguity • High Nonjudgementalness, Cosmoplitanism and
Social Flexibility • Low Inquisitiveness, Relationship Interest Emotional
Sensitivity
• Low Self-Awareness
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Meeting Barbara
• Intellectual interest in other countries and cultures
• High drive to achieve objectives and targets
• More of an introvert, private and family-orientated
• People and relationships more of a ‘means to an end’
• Strong values and high standards
• Experienced stress/ importance of family
• Moderate/High self-critical
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Barbara Coaching Focus
• Build sensitivity to different cultures and behavioral patterns, eg reading and observation
• Identify a cultural mentor
• Create ‘down time’ with work partners from different countries
• Recognize nature and strength of own values
• Identify stressors and develop strategies for redefining, minimizing or managing
• Challenge areas of pessimism and where lack self-confidence
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GCI Profile for Graham
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Globe Trotters
RM SM
PM Enjoy learning about foreign places and people, easily initiate relationships with those who are different from them, and manage the personal challenges these create quite well. The world is their "backyard."
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Summary for Graham
• Social Desirability Score 11
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Summary for Graham
• Social Desirability Score 11
• GCI 360 Degree Feedback Report
ü Nonjudgementalness 4.2 Self-Awareness 4.7 ü Inquisitiveness 4.6 Social Flexibility 4.6 ü Tolerance of Ambiguity 4.6 Optimism 4.8 ü Cosmopolitanism 4.6 Self-Confidence 4.8 ü Interest Flexibility 4.6 Self-Identity 4.4 ü Relationship Interest 4.7 Emotional Resilience 4.4 ü Interpersonal Engagement 4.7 Non-Stress Tendency 4.4 ü Emotional Sensitivity 4.5 Stress Management 4.3
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Summary for Graham
Lowest 360 Degree Scores:
ü Nonjudgementalness 4.2 (Perception)
ü Self-Identity 4.4 (Self) ü Emotional Resilience 4.4 (Self) ü Non-Stress Tendency 4.4 (Self) ü Stress Management 4.3 (Self)
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Meeting Gamma
• Personable, friendly, builds and maintains relationships • Results orientated, goal focused • Culturally and socially aware, flexible, adapts behavior • Intellectually interested, enjoys travel, motivated to
understand different people and cultures • Thoughtful, reflective, self-aware • Aspiring, high potential • Driven, high expectations of self • Strong values, family orientated, resides in and committed
to home country in the Middle East
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Graham Coaching Focus
• Identifying personal and career ambitions and objectives
• Clarifying tensions with family and country
commitments • Building strategies for career development
• Managing drive, reducing stress
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ILA Global Conference 2011 Allan Bird Alastair Macfarlane
Thank You
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For more information about Global Leadership & the GCI
Contact Alllan at: [email protected]
Contact Alastair at: [email protected]