The conventional wisdom holds that the best way to develop global leaders is to circulate talent through positions overseas. Expose promising managers to new cultures, the thinking goes, and they'll grow and thrive. Unfortunately, that approach isn't enough. Plenty of smart, talented executives fail spectacularly in expatriate assignments. So what does prepare people to thrive in leadership roles abroad? Years of research by the Thunderbird School of Global Management, involving more than 5,000 managers around the world, reveals that success abroad hinges on something called a global mind-set. This mind-set allows executives to cope with the challenges of working in unfamiliar cultures and helps them influence stakeholders who are unlike them. It has three main components: intellectual capital (global savvy, cognitive complexity, and a cosmopolitan outlook); psychological capital (passion for diversity, thirst for adventure, self-assurance); and social capital (intercultural empathy, interpersonal impact, and diplomacy.) It can be measured-with a diagnostic developed at Thunderbird. And it can also be measurably improved-through a development plan that focuses on building each kind of capital.

【書誌情報】

ページ数：8ページ

サイズ：A4

商品番号：HBSP-R1004L

発行日：2010/4/1

登録日：2012/3/28