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Silvia Lorente - Developing Culturally Intelligent Leaders
The document discusses the importance of developing culturally intelligent leaders within IATA, which employs 1,500 people across 65 countries. It highlights the high failure rate of cross-national business ventures due to cultural clashes and stresses the need for a new generation of leaders capable of driving organizational change and effective communication across cultures. Key factors in cultural intelligence include strategy, knowledge, awareness, and interpersonal skills, which are essential for organizational effectiveness and career success.
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Silvia Lorente - Developing Culturally Intelligent Leaders
- 1. Developing Culturally IntelligentLeaders Silvia Lorente Human Capital Management Director IATA
- 2. IATA 1500 employees in65 countries 120 nationalities represented In Geneva, 350 employees of 30 nationalities (none > 12 % ) 2
- 3. Middle classes drivetravel Global middle class in 2009 and prediction for 2030 Europe North America Asia Pacific Middle East & North Africa Central & South America Sub Saharan Africa 100mn 500mn 2030 1bn 2009
- 4. 70% of cross-nationalbusiness ventures fail due to cultural clashes Source: International Labor Organization 4
- 5. Research shows that: 45 % of US expatriates fail in their first international assignment 5
- 6. A common misunderstanding… The difference between an expatriate and a global manager (camaléon): Expatriates are defined by location Global Managers are defined by their state of mind 6
- 7. Power Distance vs.Individualism 5 • Ecuador • Guatemala Individualism (IDV) Collectivist • Costa Rica • Pakistan • Venezuela 15 • Indonesia •Thailand •Singapore • China 25 • Hong Kong • Mexico • Romania • Philippines 35 • Turkey • Arabs • Iran • Brazil • Russia 45 • Japan • India • Israel • Spain 55 • Finland • Switzerland FR 65 • Germany • Norway • France • Sweden • Belgium FR 75 • Denmark • Canada Quebec • New Zealand Individualist 85 • UK Australia United States 95 10 30 50 70 90 110 Small Power Distance (PDI) Large
- 8. CQ Cultural Intelligence isthe capability to function effectively across national, ethnic and organizational cultures Four Dimensional Model A Set of Skills Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. CA: Stanford U Press. 8
- 9. Cultural Intelligence Strategy Knowledge Awareness Business Planning Interpersonal Checking Socio-linguistics Drive Action Intrinsic Speech Acts Extrinsic Verbal Behaviors Self-Efficacy Non-Verbal Behaviors 9
- 10. A partnership forresearch and Leadership Development 10
- 11.
- 12. INTERCULTURAL LEADERSHIP I-LEAD ENGAGEMENT AND DEVELOPMENT Developing a new generation of IATA leaders able to: Drive organizational and cultural change Communicate actively across geographical and organizational boundaries Bring added value to the business by working together 12
- 13. RETURN OF INVESTMENT Innovation Leader Effectiveness CQ Training & Emergence Team Effectiveness Cultural Adaptability CQ Job Performance Intercultural Negotiation Career Success Social Capital
- 14. Impact of I-LEADon CQ 78 14 Source: Research conducted by Guido Gianasso
- 15.