This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.

1. Global Leadership Development
Hangzhou, Nov 30th 2010
Zhao Dan, Prof. Hora Tjitra, Dr. He Quan

2. Agenda
Theory Background
Global Leadership Development
Project Info

3. Theory Background

4. Building the Global Competence for Asian Leaders
What is Global leadership development
4
Leadership
Development
Leadership
Development
the expansion of a person’s capacity to be
effective in leadership roles and processes.
Leadership roles and processes are those that
facilitate setting direction, creating alignment,
and maintaining commitment in groups of
people who share common work
McCauley and Van Velsor (2004)
Handbook of Leadership Development
Global Leadership
Development
Global Leadership
Development
leadership in multinational settings, or transnational settings
Mobley & Dorfman’s (2003) definition of global leadership as
“influence across national and cultural boundaries”

5. Building the Global Competence for Asian Leaders
Research Status on Global Leadership (1)
5
 3 Research perspective:

6. Building the Global Competence for Asian Leaders
Research Status on Global Leadership (2)
6
 2 Views of global leadership
• Global leadership is distinct from domestic leadership (Mendehall, 2008)
the global context places such high demands on the deployment of those competencies for all intents and
purposes the skill level and deployment demands render the phenomenon so different in degree that it makes
sense to address it as being different in kind to traditional leadership…. Specifically, the global context significantly
increases for leaders the valence, intensity, and complexity of key contextual dimensions that also exist for those
leading in a domestic context.
•Universal and timeless leadership competencies (Campbell, 2006)
six basic competencies that can be shared or delegated (vision, management, empowerment, diplomacy,
feedback, and entrepreneurialism) and three personal competencies (personal style, personal energy, and
multicultural awareness).
Multicultural awareness: being experienced and comfortable when working with diverse individuals in
organizations that cut across geographic, demographic, ethnic, and cultural borders.

7. Building the Global Competence for Asian Leaders
Global Leadership Development
7

8. How to Develop A Global Leader

9. Building the Global Competence for Asian Leaders
Center for Creative Leadership (CCL) - 1
9
 3 primary components of CCL (McCauley and Van Velsor, 2004)
 12 capabilities to be developed

10. Building the Global Competence for Asian Leaders
Center for Creative Leadership (CCL) - 2
10
 3 main strategies to enhance the process
LeadershipDevelopment

11. Building the Global Competence for Asian Leaders
Effectiveness of Different Tools
11
Day (2000) summarized the effectiveness of different approach in leadership development
Practice Description Development Target Strength Weakness
360-degree
feedback
Multi-source ratings of
performance, organized
and presented to an
individual
Self-knowledge
Behavioral change
Comprehensive
picture: broad
participation (A)
Overwhelming amount of
data; no guidance on how
to change; time and effort
(C, S)
Coaching Practical, goal-focus
form of one on-one
learning
Self-knowledge
Behavioral change
Career development
Personalized;
intensive (C, S)
Perceived stigma
(remedial); expensive
Mentoring Advising developmental
relationship, usually
with a more senior
manager
Broader understanding
Advancement catalyst
Lessons learned/avoid
mistakes
Strong personal
bond (S)
Peer jealousy; over
dependence: (A, C)
Networks Connecting to others in
different functions and
areas
Better problem-solving
Learning who to consult for
project help.
Socialization
Builds
organization (S)
Ad hoc: unstructured
Action
Learning
Project-based learning
directed at important
business problems
Socialization
Teamwork Implement
strategy
Tied to business
imperatives:
action-oriented
(C, S)
Time intensive; leadership
lessons not always clear;
over-emphasis on results
(A)
Data source: Day (2004) A=assessment; C=challenge; S=support from CCL (see slide 8, 9 for more information)

12. Building the Global Competence for Asian Leaders
Develop Global Leaders based on KAOs
12
 Knowledge Background
•Worker-oriented job analytic approach : a certain set of knowledge, skills, abilities and personality
characteristics are present in those who perform a given job well. (Sandberg, 2000)
•This suggests that successful global leaders are likely to possess some common knowledge, skills,
abilities and other personality characteristics (KSAOs). (Caligiuri, 2006)
 Result Caligiuri (2006)
• Different inventions should be used according to different KAOs.
•Knowledge: Didactic learning opportunities: Books, Cross-cultural training courses, Diversity
training, E-learning, Language classes
•Skills and abilities: Experiential intervention: Cultural immersion programs, Language
immersion, Coaching, Mentoring, Attending global meetings, Working on global teams
•Personality characteristics: Intensive experience: International assignments, Life-changing
experiences, Salient non-work cultural experience

13. Conclusion

14. Building the Global Competence for Asian Leaders
Develop Global Competency Model
14
“The Jack Welch of the future cannot be me. I spent my entire
career in the United States. The next head of General Electric will
be somebody who spent time in Bombay, in Hong Kong, in
Buenos Aires. We have to send our best and brightest overseas
and make sure they have the training that will allow them to be
the global leaders who will make GE flourish in the future.”
–by Jack Welch, CEO of GE
Developing leadership cross-cultural competence was among the top 5
organization-wide practices affecting the effectiveness of multinational
corporations. (Stroh and Caligiuri, 1998)

15. Building the Global Competence for Asian Leaders
Reference
15
Alon, I., & Higgins, J. M. (2005). Global leadership success through emotional and cultural intelligences. Business Horizons (2005) 48, 501—512
Black, J., & Gregersen, H. (2000). High impact training: Forging leaders for the global frontier. Human Resource Management, 39(2), 159.
Black, J. S., Morrison, A. J., & Gregersen, H. B. (1999). Global explorers: The next generation of leaders. New York: Routledge.
Brake, T. (1997). The global leader: Critical factors for creating the world class organization. Chicago: Irwin Professional Pub.
Caligiuri, P. & DiSanto, V. (2001). Global competence and can it be developed through global assignments? Human Resource Planning, 24(3), 27-38.
Caligiuri, P. (2006). Developing global leaders. Human Resource Management Review, 16, 219–228
Campbell, D. P. (2006). Globalization: The basic principles of leadership are universal and timeless. In W. Mobley, & E. Weldon (eds.), Advanced in
global leadership (pp. 143-160). Oxford: JAI Press. Mendenhall, M. A. (2008). Leadership and the birth of global leadership. In M. A.
Mendenhall, J. Osland, A. Bird, G. R. Oddou & M. Maznevski (eds.), Global leadership: Research, practice and development (pp. 1-18). London:
Routledge
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Dorfman, P. (2004). International and cross-cultural leadership research. In B.J. Punnett, & O. Shenkar (eds.), Handbook for international
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House R. J., Hanges, P.J., Javidan, M., Dorfman, P.W., Gupta, V. and Global Leadership and Organizational Behavior Effectiveness Research Program
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Routledge.
McCauley, C. D., Van Velsor, E., & Center for Creative Leadership. (2004). The center for creative leadership handbook of leadership development
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Stroh, L. K., & Caligiuri, P.M. (1998). Strategic human resources: A new source for competitive advantage in the global arena. International Journal of
Human Resource Management, 9,1−17

16. Project Info

17. Global Competence for Asian Leaders
Research Partners:
An applied research collaboration supported by the Human Capital Leadership
Institute (Singapore) with the objective to derive a model for Asian leaders, which
will lead to systematic global leadership development programs with Asian
characteristics.
Built on our previous researches on Chinese and Indonesian intercultural
sensitivity, we continue in this study by elaborating the cross-cultural experiences
of the Chinese, Indonesian and Singaporean international assignees and their
respective local co-workers in China and Indonesia. Intercultural sensitivity has
been widely accepted as one of the most significant element of global
competencies and one of the strongest predictor for global leaders and managers
accomplishments.
The principal investigators of the project are Dr. Hora Tjitra, Dr. Hana Panggabean,
and the research team of the the Zhejiang University (Hangzhou, China), Zhejiang
University of Technology (Hangzhou, China) and the Atma Jaya Indonesia Catholic
University (Jakarta, Indonesia).
Funding Partner:
Zhejiang University
China
www.zju.edu.cn
Zhejiang University of Technology
China
www.zjut.edu.cn
Atma Jaya Catholic University
Indonesia
www.atmajaya.ac.id
Human Capital Leadership Institute
Singapore
www.smu.edu.sg
Hora Tjitra
Hana Panggabean
Juliana Murniati
Quan HEJiewei ZHENG
Chaohui ZHANGTeng SHENTU Jia ZHOU
Xiaojuan WANG
Dan ZHAOXixie ZHANG
Sebastian Partogi Yuanbo LIU Tayyibah Mushtaq

18. Thank YouThank You
Contact us via…
Mail: htjitra@zju.edu.cn
Follow: twitter@htjitra
Website: http://sinau.me/hcli