The purpose of this study is to explore global leadership communication competencies, as the communicative knowledge, skills and abilities of current business leaders do not meet the current sophisticated and fast-paced business demands of the interconnected global marketplace. Specifically, this study examines what attributes comprise communication competency for corporate leaders with global responsibilities, how those competencies are developed, and finally the impact the competencies have on organizations. A qualitative field study was conducted with two global leaders from two different regions of the world as they interacted with others from different cultures. A separate quantitative survey was administered to 95 global leaders from North America, Asia, Europe and Latin America. Findings from a review of the literature combined with the correlation of these two studies are as follows: (a) virtual communication efficacy may be greatly enhanced when the terms and conditions associated with non-verbal clues is deliberate and modeled by leadership; (b) foreign language competency is deemed more important by global leaders outside of North America, but all respondents report general dissatisfaction with the corporate support of foreign language competency; (c) the concept of facework, and its associated competencies, are key to working across borders but awareness and understanding of this concept is very low. The findings of this study demonstrate a business case for building global leadership communicative competency with new skills, in new ways, for new demands in the face-paced and interconnected business environment.
|Advisor:||Hazel, Michael, Crandall, Heather|
|Department:||Communication and Leadership|
|School Location:||United States -- Washington|
|Source:||MAI 51/05M(E), Masters Abstracts International|
|Subjects:||Communication, International Relations, Business education|
|Keywords:||Connective thinking, Face negotiation theory, Facework, Global leadership, Global mindset, Speech code theory|
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