Dynamics of Global Leadership, Culminating Project, Jeff Sorrels

1. What Is Global Leadership?
10 Key Behaviors That Define Great
Global Leaders
By Ernest Gundling, Terry Hogan and Karen
Cvitkovich

2. Ten Key Behaviors
•Cultural Self-Awareness
•Invite the Unexpected
•Results Through Relationships
•Frame-Shifting
•Expand Ownership
•Develop Future Leaders
•Adapt and Add Value
•Core Values and Flexibility
•Influence Across Boundaries
•Third-Way Solutions

3. Behavior One, Cultural Self-Awareness
Cultural Self-Awareness--Realizing that leadership practices are shaped by our
environment
• Things are done differently elsewhere
• These other ways may be equally or even more effective
Discussion: Based on what we’ve covered in class so
far this year, what differences do you think the
authors may be talking about?

4. Behavior One, Cultural Self-Awareness
Key Thoughts:
• Your home country/region is not
the center of the universe
• Previous ways of doing things
may not work in new
environments
• There is more than one way
accomplish many goals
• Getting the job done is more
important than doing it your way

5. Behavior Two, Invite the Unexpected
Always be ready to learn
• Successful leaders are
proactive
See what you don’t expect to see
• We see what we expect to see.
• Realize that your reality is not
THE reality, it is A reality

6. Behavior Three, Results Through
Relationships
While relationships are important in all leadership roles, in global leadership, they
become more crucial.
Key Thoughts:
• Relationships must come before tasks
• Relationships take time and effort
• Global leadership requires interdependent relationships
Interdependent-Mutually reliant upon each other
• Leveraging common relationships may help build new relationships
• Try to find a cultural guide
Cultural guide-someone who knows the culture and is willing to walk you through it.

7. Behavior Four, Frame-Shifting
Frame-Shifting--Changing of perspectives and leadership methods
Requires cognitive and behavioral agility
• Cognitive-thinking
• Behavioral-acting
Must shift in many ways
• Communication style
• Leadership style
• Strategy

8. Behavior Five, Expand Ownership
Expanding Ownership--Creating a sense of engagement in a shared process and
accountability for achieving goals
• In other words, getting others to “buy-in”
Barriers to ownership
• Outdated systems
• Local customs
• Balancing cultural sensitivity and accountability

9. Behavior Six, Develop Future Leaders
It is often easy to misjudge others from different backgrounds
• We rate highly those who are most like us
• Often associate leadership with language skill
• Evaluations based on activities, not results
• Misinterpreting leadership behaviors in that culture
Discussion: Why is it important to
develop future leaders?

10. Behavior Seven, Adapt and Add Value
Adapt and Add Value--Balance adaptation to the local culture with your role of leading
and being a change agent
• If you don’t adapt, you won’t lead effectively
• If you adapt too much, you aren’t needed
Ways to achieve balance
• Build a foundation of mutual respect
• Establish patterns of inquiry and understanding
• Take the time to learn the culture before trying to change it
• Ask questions and introduce new perspectives

11. Behavior Eight, Core Values and
Flexibility
Stand firm on those values that are
of great importance, but be flexible
with others
Discussion: What are the potential costs of
standing firm upon your core values?
Are there other values that you have that
you are less firm on?

12. Behavior Nine, Influence Across
Boundaries
Global leaders will find that their influence often expands beyond their job description
• They become ambassador for their organizations
• They become foreign diplomats
• They wear many hats
Global leaders will often find they have much more freedom than their domestic
counterparts

13. Behavior Ten, Third-Way Solutions
Third-way solutions--solutions that are neither the leaders nor the host culture’s, but
are rather a collaboration that is hopefully the best solution for all parties
• Utilizes all of the other nine behaviors
BRICC Model
• Bracket previous ideas and practices
• Relate to build trust across differences
• Inquire for mutual learning and insight
• Co-create solutions and/or options
• Commit to implementation

14. One-Minute Paper
What was the most meaningful (to
you) thing that we discussed in class
today?