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Paula Caligiuri and Ibraiz Tarique
In this chapter we examine the individual-level accelerators of global leadership development as they affect the acquisition of cross-cultural competencies through both…
Abstract
In this chapter we examine the individual-level accelerators of global leadership development as they affect the acquisition of cross-cultural competencies through both cross-cultural training and developmental cross-cultural experiences. Individuals’ cognitive ability, prior knowledge, and personality traits will accelerate the knowledge they gain from cross-cultural training. Their personality characteristics, language skills, motivation, and prior experience will facilitate the development of cross-cultural competencies from high-quality international experiences. We highlight an aptitude × treatment interaction approach whereby the level of a given individual-level attribute affects how global leaders will respond to instructional methods, cross-cultural experiences, or developmental opportunities. The chapter suggests that global leaders’ individual differences can accelerate (or possibly impede) the developmental gains in their cross-cultural competencies.
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Wayne A. Hochwarter, Ilias Kapoutsis, Samantha L. Jordan, Abdul Karim Khan and Mayowa Babalola
Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers…
Abstract
Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.
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Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are…
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Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are currently lacking, so a theory-based approach to global leader development is needed. A critical intermediary outcome that enables competent global leadership performance is global leader self-complexity, defined by the number of unique leader identities contained within a leader's self-concept (self-differentiation) and the extent to which the identities are integrated with the leader's sense of self (self-integration). This research aims to generate and test a theory of the development of global leader self-complexity through identity construction during international experiences. In Study 1, I gathered qualitative data through retrospectively interviewing 27 global leaders about identity-related changes following their international experiences. Using a grounded theory approach, I developed a theoretical model of global leader identity construction during international experiences, which I empirically tested using quantitative data in Study 2. Specifically, I tested the hypothesized relationships through structural equation modeling with cross-sectional survey data from a sample of 610 global leaders. Findings from both studies indicate global leader identity construction during international experiences primarily occurs through interacting with locals and local culture over a sustained period, motivated by appreciation of cultural differences and resulting in increased global leader self-complexity. These results advance understanding of the global leader self-complexity construct (i.e., what develops) and global leader development processes (i.e., how it develops). Additionally, the findings have practical implications for global leader development initiatives.
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The purpose of this paper is to conceptually define and empirically investigate the density of work experience along with individual characteristics (cognitive ability…
Abstract
Purpose
The purpose of this paper is to conceptually define and empirically investigate the density of work experience along with individual characteristics (cognitive ability, conscientiousness and openness to experience) and examine their influence on human resource (HR) competencies.
Design/methodology/approach
Regression analysis was used to analyze the data. In total, 140 HR professionals from service industry background and their supervisors participated in the data collection efforts.
Findings
Data analyses revealed three key findings. Employees’ density of work experience positively relates to HR competencies. Cognitive ability is the strongest predictor of the positive relationship to HR competencies, and density of work experience.
Research limitations/implications
The author did not assess learning from each role (individual contributor, team lead and manager). Another limitation stems from the measure of density of work experience. The author did not consider the feedback that each incumbent might have received while dealing with challenging activities and the course corrections that may have been made.
Practical implications
Using an approach of gradually increasing the level of responsibility and involvement in challenging tasks may also help incumbents develop who may not be intellectually gifted. In the process of gradually increasing the level of involvement in challenging tasks, incumbents could develop a nuanced view of the field expertise required to deal with challenges, gain an in-depth understanding of the business, and acquire change management skills.
Originality/value
The author attempts to know which aspects of personality influence density of work experience the most. In addition, which personality characteristic predicts HR competencies more strongly?
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Natalie Coers, Nicole Stedman, Grady Roberts, Allen Wysocki and Hannah Carter
The purpose of this study was to explore the phenomenon of leadership development as experienced by non-government organization (NGO) executive leaders in international…
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The purpose of this study was to explore the phenomenon of leadership development as experienced by non-government organization (NGO) executive leaders in international agricultural development. Data were collected from twelve executive NGO leaders through in-depth interviews to understand the textural and structural essences of the participants’ lived experiences of leadership development. Findings indicated the integral role of mentoring in leadership development prior to obtaining an executive leadership role and supported the conceptual model inclusive of mentoring as a mediating factor of efficacious leadership development. The study provided implications and future research recommendations for executive leaders in international agricultural development, as well as for leadership educators and practitioners.
Tawnee Chies and Marcos Mazieri
The emphasis on short-term by project-based firms (PBFs) implies the adoption of project efficiency and impact on the team as project success drivers in PBFs context. Good…
Abstract
Purpose
The emphasis on short-term by project-based firms (PBFs) implies the adoption of project efficiency and impact on the team as project success drivers in PBFs context. Good performance by employees, as individuals in a team, can be explained by their behaviors, associated with goal orientation theory. Learning and performance orientations are associated with teams’ effectiveness and overall project performance. The purpose of this paper is to analyze the relationships between the dimensions of goal orientation, especially learning orientation, and project efficiency and impact on the team, in PBFs context.
Design/methodology/approach
A quantitative approach was adopted, based on data from a survey of 714 respondents, representing project managers, that turned into a valid sample of 315 composed only by PBFs respondents. The results were analyzed through multiple linear regression and, mainly, mediation analysis methods.
Findings
Performance-avoid orientation is a predictor of project efficiency; performance-prove orientation, a predictor of impact on the team. Learning orientation relates positively to both project success criteria. Project managers should balance/induce the proper orientation within the team, favoring learning orientation according to the results, to have short-term project success in PBFs.
Originality/value
There is a direct relationship between learning orientation and project efficiency, but it is fully mediated by impact on the team, which it was not found in previous studies. This study argues that they are not parallel constructs, constituent parts of equal weight in project success, but that impact on the team precedes project efficiency when learning orientation is considered.
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Krystal L. Brue and Shawn A. Brue
Women’s leadership training programs provide organizations opportunities to value women leaders as organizational resources. This qualitative research utilized phenomenological…
Abstract
Women’s leadership training programs provide organizations opportunities to value women leaders as organizational resources. This qualitative research utilized phenomenological methodology to examine lived experiences of seven alumni of a women’s-only leadership program. We conducted semi-structured interviews to clarify what learning elements were most beneficial in furthering an individuals’ leadership role. Emerging research themes included perceptional and personal agency changes within participants. Women’s leadership programs provided an opportunity for cognitive, affective, and behavioral growth; engaging learning activities, social capital development, and relational model methodologies were perceived as most helpful in leadership development. Action learning techniques, fostering interconnectedness, and philosophical leadership development activities were critical elements in leadership development. Insights gained from this study provided perspective on the unique experiences of women in a leadership training program.
Guorong Zhu, Lan Wang and Douglas T. Hall
This paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental…
Abstract
Purpose
This paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental paths influence turnover among executives.
Design/methodology/approach
By combining job analysis and competency assessment with sequence analysis, the authors utilize HR analytics to analyze the work experiences of 53 general managers spanning 57 years (n = 2,742), encompassing various roles, job requirements, and 20 executive competencies attached to over 1,000 positions.
Findings
This study's findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, the authors identify that a more complex developmental path tends to reinforce executives' competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover.
Originality/value
By employing HR analytics to analyze empirical data embedded in job and organizational contexts, this study sheds light on the critical role of timing and complexity of work experiences in executive development. It also offers practical implications for firms seeking to optimize their leadership pipeline and reduce executive turnover by leveraging HR analytics effectively.