Global leaders are professionals adept at operating internationally with a global mindset, entrepreneurial spirit, and commitment to global communities. Developing global leaders requires enhancing existing leaders' skills through training programs that encourage cultural sensitivity, adaptability, and tolerance for ambiguity. Key skills to invest in include self-awareness, empathy, openness, and respect for differences. Effective development strategies incorporate immersive experiences, global action learning projects, and coaching tailored to the global context.

1. Submitted By:
Developing Global Leaders
 HazratBilal Mujadadi
 PRN: 15021021148
 Assignment Of: Training and
Development
Submitted To:
 Mr. Narendra Singh

2. Contents
Definition of global leader
On-the-Job Global Leadership Development
How to Develop A Global Leader?
What skills should we invest in ?
The objectives of Global Leadership Training Programme.

3. Objective
Following this presentation you should be able to complete the following
objective:
Describe why Global Leaders are important and distinguish amongst other
leaders in Organization.

4. Definition of global leader
 Global leaders are an emerging class of professionals that are adept at
operating in international and multicultural contexts.
 Research shows that global leaders share three common characteristics:
 Global mindset
 Global entrepreneurs driven to create new solutions and seize
opportunities
 Global citizens inspired to contribute to the communities they touch.
• Not just born, but can be made
• Natural curiosity about the world and interest in people different from
themselves
• Real global leaders recognise the impact of their actions on surrounding
communities and constituencies.

5. Global Leader Paul Meyer
 Paul Meyer, co-founder of the mobile health services company Voxiva, offers an
example of a global leader.
 Born in New York, Meyer grew up in California, Tunisia, Egypt, and Washington.
 His mother who ran World Bank relief programs in 50 countries.
 After college he worked for Bill Clinton’s 1992 presidential campaign and landed
a White House job that took him to South Asia, Bangladesh, South Africa, Uganda,
and Tunisia.
 His focus would eventually shift towards creating profitable technology-based
businesses that also addressed pressing human problems.
 MIT Technology Review’s Technology Pioneer Award and their Humanitarian of
the Year Award. Meyer exhibits all the qualities of today’s global leader:
internationally experienced with the ability to turn experience into value-
creating opportunities that serve both his organisations and the world.

6. PM Narendra Modi stood seventh evoking a favourable view from
24 per cent of people polled throughout 65 countries around the
world as opposed to 20 per cent unfavourable, giving him a score
of +4 per cent.
A recent survey of the
'International World Leader
Index' has ranked Prime
Minister Narendra Modi at
the 7th spot among the
popular state heads with US
President Barack Obama
topping the list. And the
other country leaders who
made it to the top 10 in
order of their popularity:

7. The objectives of Global Leadership Training
Programme development
 Global leadership Training programme are not designed to develop leaders from scratch
but rather to enhance the skill of exiting outstanding leaders to help to make the
outstanding global leaders as well.
 Global leader Training programme should encourage leaders to be sensitive to their own
assumption and the assumption of those around them. global leader may not be familiar
with the culture, so they need to develop the ability to:
 Adapt multiple leadership styles
 To adopt to unfamiliar environment.
 Global leadership Training programme should help global leaders to exploit diversity by
helping them to understand that a wide range of heritage and experiences also supplies a
large pool of business solutions.
 Global leadership Training programme should help delegates to tolerate and address
ambiguity in order to adopt appropriately. There is an increase necessity for global leaders
to move effectively between cultures and countries and this requires greater flexibility in
term of style.

8. On-the-Job Global Leadership Development
 Past
 by expatriating or through globally cross-functional teams
 for the few, not the many
 To be successful globally, leaders need to lead at scale – and that requires
 Cognitive
 Behavioural
 emotional development.
 A review of the global business and leadership literatures identifies
similarities in the intra- and inter- personal skills areas: self-awareness,
empathy, openness, ability to develop trust, and respect for differences
 leaders operating in a global context need to operate on multiple levels at
the same time, which includes self-management in a multicultural context
using different leadership skills, negotiation skills and business rules.

9. How To Develop A Global Leader?
It’s important to understand that to develop a global
leader, you need to develop the whole person-
 Values
 beliefs
 mindset
 thinking
 Behaviour
 as well as their business context which is strategic, constantly changing,
and full of risks.

10. What Skills Should We Invest In?
 So, which skills are important and how do you development them? How
can a leader develop in so many different competencies at once? And,
where do you start? Here are five recommendations:
 Embed learning in primary education
 Adopt a new global leadership model, or add global dimensions to your
existing model.
 Build immersion leadership simulations
 Add global action learning projects to programs
 Use globally-specific executive coaching

11. Cont.…
Embed learning in primary education.
 The ability to understand, analyse and apply business practices that are
specific to at least one functional area in business (i.e., marketing, finance,
general management).
 The ability to identify, explain and demonstrate business, logistical,
intercultural and self-awareness knowledge in global contexts.
 The ability to identify, associate and implement reflection, empathy,
adaptability, collaboration and communication skills in cross-cultural
interactions.
 The ability to recognize, exemplify and demonstrate attitudes — flexibility,
openness, respectfulness, resiliency and introspection — that are
conducive to positive global business interactions.

12. Cont…
 Adopt a new global leadership model, or add global dimensions to your existing
model.
A study of the differences in performance across a large population of executives
with profit and loss responsibilities resulted in a new global leadership competency
model that combines global leadership characteristics with the cognitive changes
necessary to operate in complex multinational operating conditions.
 Build immersion leadership simulations.
Time bound client requirements often require leaders to develop skills more
quickly so they can work in a new way due to business responsibilities. So, if
you need to support an executive through rapid development of global skills,
total immersion is the best solution. In the case of Bank of America, a country-
specific simulation was developed to support a significant, multi-year
initiative that involved hundreds of people.

13. Cont…
 Add global action learning projects to programs.
Ericsson uses a group-centered approach that is excellent for developing teams
of emerging leaders. The program includes a six-day module of living and
working in another country as part of a “World Action Team.” This program
draws the red thread and weaves together the three dimensions of developing
leaders:
 knowing yourself, knowing the world, and knowing the company’s strategy.
 Use globally-specific executive coaching.
Other short-burst development solutions include cognitive behavioral
coaching (CBC). When a global leader feels “I cannot afford to make a mistake
in this meeting,” or says, “I have a general dislike for people from this culture,” I
use CBC. Built on the ABCDE model (Neenan, 2008), this coaching approach
uses specific homework, experiments, task assignments, debriefing and guided
reflection to accelerate the client through critically important performances.

14. Thank You

15. References:
 http://lexicon.ft.com/Term?term=global-leader
 http://www.aperianglobal.com/international-assignments-global-
leadership/
 http://www.trainingindustry.com/ezine/current-issue/developing-global-
leaders-on-the-job-global-leadership-development.aspx
 http://www.forbes.com/sites/joefolkman/2014/06/18/the-urgent-need-to-
develop-global-leaders-for-company-growth/#17544ac6eb87
 https://www.voxiva.com/team/paul-meyer/
 https://books.google.co.in/books?id=Lh-
JCwAAQBAJ&pg=PA346&lpg=PA346&dq=objectives+of+training+and+development+for+global+lead
er&source=bl&ots=Thc7b_cNdl&sig=GGfWeId5RXq88VnrDvxT2pjg2VQ&hl=en&sa=X&ved=0ahUKE
wiK1MHviIrOAhUOTI8KHYFeBwUQ6AEIRDAD#v=onepage&q&f=false
 http://www.academia.edu/16120715/Domestic_and_global_leadership
 http://www.ndtv.com/photos/news/in-pictures-the-10-most-popular-
leaders-in-the-world-today-21192#photo-269172