Critical Leadership Competencies

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    Leadership competencies is based on the characteristic of the leader and includes the skill, knowledge and behavior that will ensure better performance of that leader (Ledford, 1995). Therefore, the assertion is that competency is value based and through communication the organization will gain success. Competency relies on 3 main dimensions to survive, strategy, structure and culture. For leaders to be effective in the global environment and to ensure the growth of organizations they must be able to incorporate these three dimensions allowing them to work as a unit. These dimensions have been categories into five subcategories. Global business insight    Global leadership characteristics Worldview      People leadership  Business leadership (Cohen, 2007) It is through these categories that the leader gets his direction on how to best perform and work with the Dominican Republic and South African cultures. ________________________________________________________________________________________ Cohen, E. Global (2007). Leadership Competencies: The New Global Frontier, Retrieved February 25, 2009, http://www.nasscom.in/Nasscom/templates/NormalPage.aspx?id=52187

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    Critical Leadership Competencies - Presentation Transcript

    1. Critical Leadership Competencies in the Global Market Camuy Guama Heremuru HECA Consulting Inc. March 15, 2009
    2. Critical Leadership Competencies
      • Global Business Insight
        • Development of Strategy
        • Understanding Behavior
        • Innovation
    3. Critical Leadership Competencies
      • Leadership Characteristics
        • Values
        • Personality
        • Spirituality
    4. Critical Leadership Competencies
      • Worldview
        • Gain knowledge of the culture
        • Involvement in the culture/be engage
        • Context building
        • Avoid biases
    5. Critical Leadership Competencies
      • Global People Leadership
        • Develop additional global leaders
        • Communicate
          • Use language to your advantage
        • Include others (collaborate)
    6. Dimension of the South African and Dominican Culture
      • Anthropologist Edward T. Hall stated that context refers to the stimuli, environment, or ambience surrounding an event.
        • Hall put together the low and high context countries on a range.
        • German North American French Spanish Greek Chinese
        • Low context culture High Context Culture
    7. Similarities exist between Dominican and South African Cultures
      • High Context Cultures (HCC)
        • South Africa – (HCC)
        • Dominica Republic – (HCC)
    8. Similarities exist between Dominica Republic and South Africa Cultures Dominica Republic Team building Socio-Culture Important Value friends and family participation “ NO” is not an option Always avoid complex communication South Africa Relationship building Socialization is important and takes precedence Values group involvement Avoid saying “NO” Simple communication
    9. Existence of Cultural Similarities
      • Both countries are Polychronic
        • Collectivist (spotlight is on "we")
        • Doing multiple tasks at the same time
        • Focused more on attendance
    10. Differences exist between Dominica Republic and South Africa Cultures
      • Communication/Language
        • South Africa
          • Communicates in over 11 Languages
          • Zulu and Xhosa two main means of communication
        • Dominica Republic
          • Spanish
    11. Cultural Learning Process
      • Learn from the Differences
        • Gaining Knowledge
        • Respect
      • Gain advantage from the similarity
        • Use it to your benefit
          • Build harmony
    12. Building Trust Across Cultural Boundaries
      • Counteracting the Issues through Trust
        • Come across as genuine
        • Be ready to show empathy
        • Value the communication
          • Have consensus
          • Do not dictate
    13. Building Trust Across Cultural Boundaries
      • Conflict resolution
        • Communicating Effectively
        • Mean what you say
        • Build Relationship
    14. Cross-Cultural Issues and the Early Church
      • The Early church Cross-culture model
        • Assimilation as a model
        • Interaction model
        • Perseverance in Hostility
        • Relevance to today’s leader
    15. Cross-Cultural Issues and the Early Church
      • Global Leadership Competence of the Apostle Paul
        • Paul’s acceptance of the Jews and Gentiles
          • Being non-critical
          • Open to the process
        • Barriers
          • Communication
          • Resistance
    16. Meeting the Challenges
      • Common Denominators
        • Commonality
          • Look for what you have in common
          • Develop shared vision
        • Building Understanding
          • Always look at the issues, situation and interactions
    17. END

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