1. Developing CulturallyDeveloping Culturally
Intelligent LeadersIntelligent Leaders
Silvia Lorente
Human Capital Management Director
IATA

2. 2
IATAIATA
1500 employees in 65 countries
120 nationalities represented
In Geneva, 350 employees of 30 nationalities
(none > 12 % )

3. Middle classes drive travelMiddle classes drive travel
Global middle class in 2009 and prediction for 2030
North America
Central &
South America
Europe
Middle East &
North Africa
Sub Saharan
Africa
Asia Pacific
100mn
500mn
1bn
2009
2030

4. 4
70% of cross-national business
ventures fail due to cultural clashes
Source: International Labor Organization

5. 5
Research shows that:
45 % of US expatriates fail in their first
international assignment

6. 6
A common misunderstanding…
The difference between an expatriate and a global
manager (camaléon):
Expatriates are defined by location
Global Managers are defined by their state of mind

7. Power Distance vs. IndividualismPower Distance vs. Individualism
5
15
25
35
45
55
65
75
85
95
10 30 50 70 90 110
Small 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 Zealand
United States
• UK
• Brazil
Australia
• Spain

8. 8
CQCQ
Cultural Intelligence is the capability to function
effectively across national, ethnic and
organizational cultures
Four Dimensional Model
A Set of Skills
Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual
interactions across cultures. CA: Stanford U Press.

9. 9
Drive
Intrinsic
Extrinsic
Self-Efficacy
Action
Speech Acts
Verbal Behaviors
Non-Verbal Behaviors
Knowledge
Business
Interpersonal
Socio-linguistics
Strategy
Awareness
Planning
Checking
Cultural IntelligenceCultural Intelligence

10. 10
A partnership for research and
Leadership Development

11. 11

12. 12
IINTERCULTURAL
LLEADERSHIP
EENGAGEMENT
AAND
DDEVELOPMENT
Drive organizational and cultural change
Communicate actively across geographical and
organizational boundaries
Bring added value to the business by working together
Developing a new generation of IATA leaders able to:
II--LEADLEAD

13. Career Success
Job Performance
Intercultural
Negotiation
Team Effectiveness
Social Capital
Leader Effectiveness
& Emergence
Innovation
CQCQ
RETURN OF INVESTMENTRETURN OF INVESTMENT
Cultural
Adaptability
CQ Training

14. 14
78
Impact of IImpact of I--LEAD on CQLEAD on CQ
Source: Research conducted by Guido Gianasso

15. QUESTIONS???QUESTIONS???