Global leadership is becoming increasingly important in multinational companies as well as in non-profit and public sectors. The purpose of this study was to investigate what makes a global leader effective, by identifying key predictors of global leadership effectiveness. The predictors investigated in this study included a combined measure of overall intercultural global leadership competency and selected cognitively oriented competencies: nonjudgmentalness, inquisitiveness, tolerance of ambiguity and cosmopolitanism. The sample consisted of 171 undergraduate and graduate students from a large university. Linear and multiple regression analyses were conducted to identify the ability of the competencies to predict effectiveness. Inquisitiveness was the only cognitive competency found to successfully predict global leadership effectiveness. While no effect was found for overall intercultural global leadership competency, exploratory analyses revealed two other individual competencies as predictors: self-confidence and self-identity. The results of the study suggest that inquisitiveness is a key competency indicating cognitive flexibility that enable individuals to adapt to the situation at hand. Furthermore, self-identity and self-confidence likely enables individuals to participate and display leadership skills in novel and challenging situations.
|Advisor:||Rogers, Dr. Altovise M.|
|Commitee:||Osland, Joyce, Pila, Harriet|
|School:||San Jose State University|
|School Location:||United States -- California|
|Source:||MAI 54/06M(E), Masters Abstracts International|
|Subjects:||Business administration, Psychology, Organizational behavior|
|Keywords:||Cognition, Competencies, Global leadership, Global leadership effectiveness, Global mindset, Performance|
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