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

2014 IACBE ANNUAL CONFERENCE SAN DIEGO, CALIFORNIA APRIL 10, 2014 Gertrude I. Hewapathirana (PhD) N. Jonas Ohrberg (PhD) Forbes School of Business Ashford University

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

2

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?

3

Outline:



Trends in Academic Research



Cultural Intelligence



Cross Border Leadership



Global Mindset



Global Leadership

4

Outline:



Global Leadership Focus - Discussion

 Bayer Corporation  IKEA  Toys R Us 5

Global management equation:

S + E + GBM = PS

S= Student E= Educator GBL = Global Business Managers PS = Prepared Student 6

Trends in Academic Research

7

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).

8

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) 9

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).

10

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).

11

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). 12

Global Mindset

Global Mindset:

 Intellectual Capital  Global Business Savvy  Psychological Capital  Passion for Diversity  Social Capital  Interpersonal Impact (Javidan & Walker, 2012, p. 38). 13

Global Leadership

Global Leadership:

“Individuals who

effect significant positive change

in organizations by

building communities

involving

cultures…

” through the development of

trust

and the arrangement of organizational structures and processes in a context

multiple cross boundary stakeholders…and multiple

(Mendenhall, 2008, p. 17). 14

Global Leadership



Project Ulysses:

      Responsible Leadership Competencies Ethical Literacy Self-Development Community Building Cultural Intelligence Global Mind-set (Pless, Maak, & Stahl, 2011) 15

Global Leadership - Discussion

16

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).

17

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) 18

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

19

Global Soup:

Cultural Intelligence Cross Border Leadership Global Mindset Global Leadership

People & Culture

20

Global Leadership Equation:

S + E + GBL = PS

S= Student E= Educator GBL = Business Leaders PS = Prepared Student 21

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.),

developement: Global leadership: Research, practice, and

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 22

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