Présentation de Silvia Lorente, IATA lors de la conférence First Rezonance du 25 mai 2011 au Centre Patronal de Paudex sur le thème des dirigeants nomades et de l'intégration des travailleurs étrangers en Suisse

1. Developing Culturally
Intelligent Leaders
Silvia Lorente
Human Capital Management Director
IATA

2. IATA
1500 employees in 65 countries
120 nationalities represented
In Geneva, 350 employees of 30 nationalities
(none > 12 % )
2

3. Middle classes drive travel
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-national business
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 is the 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.
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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 for research and
Leadership Development
10

11. 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-LEAD on CQ
78
14 Source: Research conducted by Guido Gianasso

15. QUESTIONS???