Wk 10 - Module 11
The differences in communication and conflict norms among diff countries
-Latin countries - speaking up is fine, even when someone else is talking -Asian - respond to only direct questions and silence is comfortable way to communicate
What helps produce the right stuff for the company in the particular context (aka the global leader's skills and capabilities)?
-basic talent of the leadership candidates -developmental experiences -context in which these experiences occur
What do global teams need to establish and understand?
-conditions of team performance - how they think of team environment, organization, social processes, task processes -defining and managing roles -acceptable communication and conflict resolution
What is the Global Leadership Expertise Development (GLED) Model?
-emphasizes the process by which expertise is developed -begins with antecedents for the development of global leaders and their expertise - divided among 4 categories: individual characteristics, cultural exposure, global education, and project novelty -level of global leadership expertise is determined by 4 dependent variables - cognitive processes, global knowledge, intercultural competences, and global organizing expertise model assumes a transformational process influences the relationship between the initial conditions and the outcomes that result
What is the "right stuff" model?
-focuses on developing global leaders that have the "right stuff" in terms of what they have learned and what they are able to do as leaders
Project GLOBE
-global study of leadership -uses data from 17,300 middle managers from 951 organizations
Setting team norms
-greatly influence dynamics of the team, especially in two areas - cooperation and consideration -cooperation is critical = especially when team members are not located in the same place -often in work life, face-to-face interaction takes priority, and responding to requests from a nearby co-worker may be easier than responding to a geographically distant team member who is in diff time zone
Establishing the team
-leader encourages strong member identification with team + norms = identification leads to better performance -when feel that team is distinctive = high levels of motivation are likely to exist -positive team norms = useful in global teams where high levels of diversity challenge members to grasp one another's self concepts = influenced by cultural values
Where does much of the global leadership learning come from?
-much of it through traditional channels (university, intensive simulations, executive courses + seminars) -live w/ host family while studying abroad = language and fluency -international internships -personal/business travel w/in int'l markets -networks from contacts at university, work, or other contexts -work w/in multicultural and int'l teams -mentoring + coaching opportunities -int'l volunteer work
How can individuals develop the required skills and experiences of global leaders?
-nonlinear process that may include all sorts of diverse experiences -development efforts need to be individualized -global leaders require strong training in business fundamentals, history, geography, and political science = valuable because enhance international understanding and performance -training in language and culture = valuable
What did Project GLOBE find?
-people in different nations had similar and dissimilar understandings of traits of leaders the leadership traits that were universally acceptable: decisive, informed, honest, dynamic, administratively skilled, coordinate, just, team builder, intelligent unacceptable = ruthless, egocentric, asocial, non explicit, irritable, noncooperative, dictatorial, loner
What do int'l companies require in a new type of leader?
-proficiency in business -cultural understanding and adaptability -able to understand and reflect upon the meaning of their own culture + how that influences their leadership behavior and effectiveness -be able to work w/ and inspire individuals from a range of nations and cultures
International companies require a new type of leader to compete successfully in complex and dynamic global environment. Why?
-rapid economic grown in emerging markets (BRIC nations) = new markets for consumer + industrial goods -revolution in technology = enables geographically dispersed groups to collaborate and learn from each other -developments in shipping + logistics = pressure on companies to reconfigure international value chains to maintain competitiveness -expanded scope of operations = exposing companies to diff regulatory environments + more diverse set of suppliers + competitors + unfamiliar risks
What are the five areas to consider when establishing a balance of team and individual rewards
-what is the nature of the task + its interdependency -how stable is team membership? -what are the national cultures of team members? -What are the labor laws that affect employee compensation? -what are the available reward options?
Coaching team members
-when faced w/ diversity -> coworkers who are unfamiliar with the work of a group member tend to expect that person to perform poorly -expectations occur regardless of person's actual skill level and can be self-fulfilling -team leader can confront this bias by publicizing the strengths of team members -motivational coaching - important as team begins its task + strategic coaching = valuable when strategic choices come into play
What are the work characteristics of global leaders?
-worked with 17% more people that they did not manage directly -were 32% less likely to possess accurate market information -had a 74% broader span of responsibilities -worked with 160% more stakeholders
What are the steps in an MBI model?
1 - mapping - lets team discuss differences and similarities; map relevant characteristics 2 - bridging - communicate with each other about the differences and establish how they will work with one another bridging includes - decentering (seeing another person's POV Kinda like empathy) and avoiding blame 3 - integration - process of managing the various differences, so team members begin to understand the expectations and assumptions of their peers + background + skills
Global mind-set -two key components
1. intellectual intelligence - includes business acumen 2. global emotional intelligence - which includes self-awareness, cross-cultural understanding, cultural adjustment, and cross-cultural effectiveness
Henry Mintzberg (mgmt scholar) - identified range of roles that a global leader may need to take
1. monitor - scanning environments, seeking information 2. spokesperson - advocating and representing company + communicating with diff levels of internal and external stakeholders 3. liaison - networking, coordinating, spanning ex + internal boundaries 4. leader - motivating, building + maintaining corp culture 5. negotiator - making deals, managing conflict 6. innovator - seizing opportunities, generating new ideas, promoting vision for company 7. decision maker - troubleshooting and making decisions 8. change agent - taking action, developing and implementing change plans
What are the four overlapping dimensions of complexity that are relevant to globalization and challenge global leaders?
1. multiplicity 2. interdependence 3. ambiguity 4. dynamism
5 abilities returning expatriates thought necessary for successful global leadership assignment
1. see differences = self-awareness in cultural context; leadership patterns are shaped by culture + other ways to get things done 2. make connections - relationships are prereq for getting things done = results through relationships 3. adjust = "frame-shifting" that requires cognitive flexibility to see differences and adjust behavior quickly 4. integrate and lead change = complex ability to adjust to local practices while selling other practices in local environment = combo of adapting and questioning status quo 5. localize = ability to develop local talent
How did Alan Bird divide the competencies into 3 categories
1. those needed to manage the business 2. manage people and relationships 3. manage the self
Research in global leadership began in ? and is still in its infancy
1990s
What is the global executive leadership inventory (GELI)
360 degree feedback approach for identifying leadership competencies and gaps
In the Global Leadership Expertise Development (GLED) Model, what are the antecedents for the development of global leaders and their expertise?
4 categories -individual characteristics -cultural exposure -global education -project novelty
What is the Pyramid Model of Global Leadership
Level 5 - apex of pyramid - includes system skills that enable leaders to effectively influence people and systems inside and outside the company Level 4- interpersonal skills that enable global leaders to effectively cross cultures Level 3 - attitudes and orientations that affect the way global leaders perceive and interpret their world Level 2 - Threshold traits - humility, integrity, inquisitiveness, and resilience Level 1 - necessary global knowledge
What are the many assessment instruments available to assess global leadership competencies
Most widely respected: Cross-Cultural Adapatability Inventory (CCAI) Intercultural Development Inventory (IDI) Global Competencies Inventory (GCI) Global Executive Leadership Inventory (GELI)
In cultures with high power distances (Asian and Latin American cultures), team members will expect
a clear hierarchy and single leader with decision-making power may not be fully aware of their expectations
Global leaders require
a complete mix of competencies in order to be effective
In Scandinavian cultures,
a more fluid leadership model is expected leadership is shared and shifts around, depending on task and leader's ability
In collectivist cultures (Malaysia and Thailand), where
accountability and rewards are assumed to occur at group level
If the team boundaries are fluid or if membership changes are frequent,
appropriate team rewards will be difficult to determine
Norms of consideration - sensitivity to others or what is sometimes described as good manners -
are also important to teams, and especially global teams ie. when potentially offensive language is self-censored, diverse groups tend to build trust more quickly; sooner that happens -> sooner the team can move to constructive focus on the task at hand
Questions that are critical for global team effectiveness include:
are rewards based on individual performance, team performance, or combo of two? what factors come into play with team-based pay? What role can recognition play?
Center for Creative Leadership suggests that global leaders are more challenged in
areas of emotional stability, ability to learn, and decision-making and negotiating roles than are domestic leaders due to impact of cultural differences
What is the global competencies inventory (GCI)?
assesses personality predispositions linked with effective intercultural behavior and global managerial skills addresses competencies in 16 areas, categorized within perception mgmt, relationship mgmt, and self-mgmt
What does the Global Leadership Expertise Development Model assume?
assumes that a transformational process influences the relationships between the initial conditions and the outcomes that result
global leaders must be
attuned to how things work in local cultural context, how things differ between contexts, and whether and how to modify principles and practices in response to those differences
Where are global leaders found?
can come from anywhere in the world
In individualistic cultures (US and Britain), task roles are
clearly defined and responsibility is allocated, with individual rewards assumed
In the Global Leadership Expertise Development (GLED) Model, what are the four dependent variables that determine the level of global leadership expertise?
cognitive processes, global knowledge, intercultural competences, and global organizing expertise
individualism-collectivism dimension of cultures needs to be considered. high levels of team rewards are appropriate for teams who's members are from
collectivist cultures, and high levels of individual rewards are appropriate for teams whose members are from more individualist cultures
What does GLED's transformational process consist of?
consists of the set of experiences, interpersonal encounters, decisions, and challenges that vary in degree of: complexity, developmental significance, and intensity of emotional affect thought to be the primary cause of the different levels of global leadership expertise we observe among leaders with global responsibilities
Project GLOBE (aka House study) found that the largest number of leadership traits were
contingent on cultural context include enthusiasm, readiness to self-sacrifice, openness to risk taking, sincerity, ambition, sensitivity,
What are people competencies
cross-cultural communications, interpersonal skills, valuing people, empowering others, teaming skills
Explicitly addressing differences in ? can lead to superior performance
cultural expectations research shows that there is an inclination in diverse teams is to suppress differences and focus on what team members have in common
Why is leading organizational change a difficult process?
deals with changing individual behaviors
global mind-set
defined as a view that combines openness to and awareness of diversity across cultures and markets with a propensity and ability to synthesize across this diversity
team norms
defined as legitimate, shared standards against which the appropriateness of behavior can be evaluated
The goal of the leadership development process is to
develop global leadership experientially through transformational experiences
Most experts think global leadership effectiveness is the result of a
developmental process rather than innate capability, at least in part
What are the three main activities in leading teams?
establishing the team, coaching team members, setting team norms
Globalization increases the complexity of the firm's
external environment (geographic and cultural) + internal environment (range of backgrounds and motivations among employees)
the development of global leaders is a complex process that demands
flexibility in order to match the individual, organizational, and external contexts in which the leaders need to learn and perform standardized approach - unlikely to be successful in developing effective global leaders
The degree of difference between global leadership and domestic leadership is so great - and nature of possible outcomes w/in global context can be so great - that many scholars regard
global leadership as different in kind from domestic leadership
Project GLOBE researchers concluded that a
global mindset, cultural adaptability and flexibility, and tolerance for ambiguity are attributes global leaders need to be effective
How are global teams characterized as?
high levels of diversity, geographic dispersion, virtual rather than face-to-face interaction
The greater the task interdependence in a team, the
higher the portion of team-based rewards should be
What is the Intercultural Development Inventory (IDI)?
identifies the competencies associated with intercultural sensitivity often used to assess the ability to modify cultural perspective and to adapt behavior to different cultural contexts
One way to support cooperation in a global team is to
increase the level at which team members see one another as members of their in-group reward structures also can encourage group cooperation
Complexity for teams in the global context - three specific conditions identified that contribute to globalization's complexity
increased multiplicity, increased interdependence, and increased ambiguity
Multiplicity arises from
increased number of players in the game globalization brings more competitors, more stakeholders, and more customers, creating more relationships to manage and viewpoints to consider
What kind of rewards are most common in virtual global teams?
individual-based rewards despite the fact that individual contributions are difficult to discern, especially in a virtual environment
One factor accounting for many of the failures of global teams is
ineffective reward and recognition strategies
Producing leaders with the right stuff is the result of
interaction and partnership between the leader and the organization
Multiplicity contributes to increased levels of
interdependence, including economic interdependence, value chain activities and among alliance partners
What does the "right stuff" model argue?
it argues that the company's global business strategy is a major determinant of the relevant lessons and skills the leader needs
In contrast to leadership competencies, what does the five-level Pyramid Model of Global Leadership present?
it attempts to identify a progression of skills required for effective global leadership
Most virtual teams meet face-to-face at their
launch and during crises
What are the distinctions between a leader and a manager?
leader vs manager -innovates vs. administrates -develops vs. maintains -challenges status quo vs. accepts it -long-range perspective vs. short-term perspective -asks what and why vs. asks how and when -eye on the horizon vs. always on bottom line -originates vs. imitates -inspires vs. controls
the more data we have, the
less clear the path for interpreting these data cause-and-effect relationships are not clear = there are many plausible ways to interpret same data and information itself may not be clear left not knowing how to interpret data we do have in way that will guide decisions
Pyramid Model of Global Leadership Level 1, 2, 3, 4, 5
level 1 - global knowledge level 2 - threshold traits (humility, integrity, inquisitiveness, resilience) level 3 - attitude and orientations (global mindset, cognitive complexity, cosmopolitanism) level 4 - interpersonal skills (mindful communication, create and build trust, multicultural teaming) level 5 - system skills (make ethical decisions, influence stakeholders, lead change, span boundaries, architecting, build community)
Leadership is not the same thing as
management they overlap
One way to get at understanding the various cultures of team members is to use the
map-bridge-integrate model (MBI) -martha maznevski - MBI model is a process that can open up the cultural assumption team members may have
If aspire to be a global leader, need to recognize need to
monitor and assess development and undertake efforts to ensure you are making substantive progress
Performance appraisal for global teams will be influenced heavily by
national culture
What dimensions add complexity to global teams?
national cultures where locations are in diff time zones; diff communication technologies available; diff corporate, cultural, and economic contexts in which team members are embedded
global mind-set's two components form the foundation
of the behavioral skills that constitute a person's global leadership style
The manager with a global mind-set is
open to understanding others from different backgrounds, is less judgmental about people from other cultures, and is eager to approach issues from multiple perspectives
What are the six leadership styles?
performance-oriented - high standards, decisiveness, innovation, vision, core values-Anglo team-oriented - pride, loyalty, collaboration, team cohesion, and a common purpose-SEAsian participative - input from others in decision making, delegation and equality-Germanic humane - compassion, generous, patience, and support-SEAsian autonomous - independent, individualistic, self-centric-Germaic self-protective - procedural, status-conscious, face-saving, safety, security-MiddleEaster
interdependence
recognizes that although dispersed geographically, different units of the company are systematically linked to each other and increasingly dependent on external organizations
dynamism
recognizes that the international system itself if constantly changing
Leadership
refers to the behaviors and processes required for organizing a group of people in order to achieve a common purpose or goal -is a complex multidisciplinary concept with many definitions
ambiguity
refers to the challenge of dealing with information that lacks clarity and incorporates both quantitative and qualitative dimensions = hinders the understanding of cause-and-effect relationships and effectiveness of subsequent problem-solving efforts
What are self competencies
resilience, character, inquisitiveness, flexibility, global mindset
Maznevski points out that virtual teams with high performance
schedule regular face-to-face meetings to discuss progress and issues to further develop relationships regular meetings -create a heartbeat
ie. a company whose strategy depends on use of alliances with external orgs will require leaders with
skills and experience in working with entities beyond firm's formal boundaries
Global teams
teams with members from different countries = increasingly common approach in international work
Global team leaders have to address the basic conditions of team performance - organization, social processes, and task processes, as well as
the issues that accompany an international context major part of this context is culture
Increased ambiguity, which results from
the multiple ways we have to interpret an increasing amount of data
Because globalization increases complexity, it places an increased emphasis on
the recruitment and development of managers who can operate successfully in a challenging environment
Virtual communication (even with video content) lacks
the richness of face-to-face communication research suggests that initial face-to-face meetings for teams that plan to work virtually is good way to build trust among team members = trust is critical for team's functioning
Talent + experience (context) =
the right stuff
Team based rewards are thought to encourage social loafing
the tendency of some people to put forth less effort when they are members of a group
Global team members bring different cultural expectations to the team environment, including
the way they think of the team at deep levels (family? Tribe? collection of friends?)
global managers confront a different leadership context than
their domestic peers
What is the Cross-Cultural Adaptability Inventory (CCAI)?
tool for self-assessment of cross-cultural adaptability used to assess an individual's capability to adjust to a new culture and to design a training program to enhance success in relocating to another culture
Because it is strategy-dependent, the right stuff for a global leader will
vary across organizations
What are business competencies
vision and strategic thinking, business savvy, managing communities, organizational savvy, leading change
multiplicity
which refers to the geometric growth in the volume and nature of issues global leaders deal with
