1. 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, CALIFORNIA APRIL 10, 2014

2. Purpose: 2  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: 3  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: 4  Trends in Academic Research  Cultural Intelligence  Cross Border Leadership  Global Mindset  Global Leadership

5. Outline: 5  Global Leadership Focus - Discussion  Bayer Corporation  IKEA  Toys R Us

6. Global management equation: 6 S + E + GBM = PS S= Student E= Educator GBL = Global Business Managers PS = Prepared Student

7. Trends in Academic Research 7

8. CULTURAL INTELLIGENCE 8 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 9 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 10 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 11 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 12 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. 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. 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. 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 16

17. GLOBAL LEADERSHIP - DISCUSSION 17 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 18 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 19 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: 20 People & Culture Cultural Intelligence Cross Border Leadership Global Mindset Global Leadership

21. Global Leadership Equation: 21 S + E + GBL = PS S= Student E= Educator GBL = Business Leaders PS = Prepared Student

22. References 22 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.aspxhttp://www.summit- 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

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