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Developing Culturally Intelligent Leaders
 

Developing Culturally Intelligent Leaders

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    Developing Culturally Intelligent Leaders Developing Culturally Intelligent Leaders Presentation Transcript

    • Developing CulturallyDeveloping CulturallyIntelligent LeadersIntelligent LeadersSilvia LorenteHuman Capital Management DirectorIATA
    • 2IATAIATA1500 employees in 65 countries120 nationalities representedIn Geneva, 350 employees of 30 nationalities(none > 12 % )
    • Middle classes drive travelMiddle classes drive travelGlobal middle class in 2009 and prediction for 2030North AmericaCentral &South AmericaEuropeMiddle East &North AfricaSub SaharanAfricaAsia Pacific100mn500mn1bn20092030
    • 470% of cross-national businessventures fail due to cultural clashesSource: International Labor Organization
    • 5Research shows that:45 % of US expatriates fail in their firstinternational assignment
    • 6A common misunderstanding…The difference between an expatriate and a globalmanager (camaléon):Expatriates are defined by locationGlobal Managers are defined by their state of mind
    • Power Distance vs. IndividualismPower Distance vs. Individualism515253545556575859510 30 50 70 90 110Small LargePower Distance (PDI)CollectivistIndividualistIndividualism(IDV)• Guatemala• Costa Rica • Pakistan• Ecuador• Venezuela• Indonesia•Singapore • China•Thailand• Hong Kong• Romania• Mexico • Philippines• Russia• Arabs• Turkey• Iran• Japan• India• Switzerland FR• France• Belgium FR• Canada Quebec• Israel• Finland• Germany• Norway• Sweden• Denmark• New ZealandUnited States• UK• BrazilAustralia• Spain
    • 8CQCQCultural Intelligence is the capability to functioneffectively across national, ethnic andorganizational culturesFour Dimensional ModelA Set of SkillsEarley, P. C., & Ang, S. (2003). Cultural intelligence: Individualinteractions across cultures. CA: Stanford U Press.
    • 9DriveIntrinsicExtrinsicSelf-EfficacyActionSpeech ActsVerbal BehaviorsNon-Verbal BehaviorsKnowledgeBusinessInterpersonalSocio-linguisticsStrategyAwarenessPlanningCheckingCultural IntelligenceCultural Intelligence
    • 10A partnership for research andLeadership Development
    • 11
    • 12IINTERCULTURALLLEADERSHIPEENGAGEMENTAANDDDEVELOPMENTDrive organizational and cultural changeCommunicate actively across geographical andorganizational boundariesBring added value to the business by working togetherDeveloping a new generation of IATA leaders able to:II--LEADLEAD
    • Career SuccessJob PerformanceInterculturalNegotiationTeam EffectivenessSocial CapitalLeader Effectiveness& EmergenceInnovationCQCQRETURN OF INVESTMENTRETURN OF INVESTMENTCulturalAdaptabilityCQ Training
    • 1478Impact of IImpact of I--LEAD on CQLEAD on CQSource: Research conducted by Guido Gianasso
    • QUESTIONS???QUESTIONS???