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Developing Culturally Intelligent Leaders


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Developing Culturally Intelligent Leaders

  1. 1. Developing CulturallyDeveloping CulturallyIntelligent LeadersIntelligent LeadersSilvia LorenteHuman Capital Management DirectorIATA
  2. 2. 2IATAIATA1500 employees in 65 countries120 nationalities representedIn Geneva, 350 employees of 30 nationalities(none > 12 % )
  3. 3. Middle classes drive travelMiddle classes drive travelGlobal middle class in 2009 and prediction for 2030North AmericaCentral &South AmericaEuropeMiddle East &North AfricaSub SaharanAfricaAsia Pacific100mn500mn1bn20092030
  4. 4. 470% of cross-national businessventures fail due to cultural clashesSource: International Labor Organization
  5. 5. 5Research shows that:45 % of US expatriates fail in their firstinternational assignment
  6. 6. 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
  7. 7. 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
  8. 8. 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.
  9. 9. 9DriveIntrinsicExtrinsicSelf-EfficacyActionSpeech ActsVerbal BehaviorsNon-Verbal BehaviorsKnowledgeBusinessInterpersonalSocio-linguisticsStrategyAwarenessPlanningCheckingCultural IntelligenceCultural Intelligence
  10. 10. 10A partnership for research andLeadership Development
  11. 11. 11
  12. 12. 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
  13. 13. Career SuccessJob PerformanceInterculturalNegotiationTeam EffectivenessSocial CapitalLeader Effectiveness& EmergenceInnovationCQCQRETURN OF INVESTMENTRETURN OF INVESTMENTCulturalAdaptabilityCQ Training
  14. 14. 1478Impact of IImpact of I--LEAD on CQLEAD on CQSource: Research conducted by Guido Gianasso