A Compilation of global leadership competencies from various researches and lessons to be learnt The emphasis to list/highlight this is to focus

attention on learning and education instead of measurement, assessment and accreditation of specific competencies. As a part of career development, the issues to be considered include: what are the most effective training methods to improve the competencies of a particular type, where can various training and developmental experiences be found, to whom should different developmental opportunities be offered, what measures can or should be used to assess the level of different competencies in an individual, and how the desired competencies can be utilized within organization. This list can also be used as a checklist by managers who are on assignments and as a conversational tool, for any dialogue. Each of it can be built through classroom or experience or dialogue. Do this list for 3 global roles (based on responses) and then do the how bit based on the 4E model The list of lessons to be learnt to be successful in an international experience (McCall and Hollenbeck. 2002) An adaptation from an International Executive Study Learning to deal with cultural issues and different cultures Learning to speak a foreign language Learning about specific foreign cultures Generic lessons on race/culture/history Cultural interest Sensitivity and Curiosity

Learning to run a business Strategy, Structure, Processes; Global vs Local; Specialized knowledge Learning strategies for doing business Business Skills Learning the specifics of running a business (risk Cognitive Skills cultural management tools, corporate governance frameworks, Multi teaming social and environmental trends etc) Learning to transfer knowledge Learning to consciously build a Global view point on issues Learning to manage and interface with headquarters Learning to deal with governments, government agencies and such stakeholders Learning to handle the media Learning to negotiate Learning to lead and manage others Selection, Development, Motivation, Team Building, Deselection Learning to establish credibility and build trust Honesty Integrity Learning to select the right people Mindful Learning to build and sustain an effective team Communication Learning to make tough calls about people Collaborativeness Learning to stay focused Trust Learning to keep people motivated
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Learning to develop people Learning to value remote employee performance Learning to use various tools/technologies communication Learning to emotionally connect with others

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Learning about the qualities required for the leader Learning to listen and see through other peoples eyes Open mindedness Flexibility Learning to be open, to treat other people with respect Ability to take risks Learning to be flexible, to adapt to changing situations Learning to assess risks, to act in the face of Resourcefulness Self Motivation uncertainty Learning to persevere, to act with discipline, to stay Resilience/Persevera nce calm Optimism Learning to be optimistic Learning to trust ones instinct Learning to view failure as an opportunity for systemic learning Learning about self and career Learning about likes, strengths and weaknesses Learning about support required from family Learning about ones own capacity of physical endurance Learning to seek and manage self development Learning to work across time and distance Learning to cope with stress of new situations Learning to reflect-on-own-actions Learning about ones own motive for an international assignment and its alignment with the interests and needs of the family Self Awareness Seek and use feedback Empathy & Family support Engage in learning and personal transformation

The list above is derived from the competencies required for Global Managers/Leaders; based on several research studies.
The table Leadership Competencies of Global Leaders (Parker 2005)

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The pyramid model of global leadership (Osland, 2008; Bird and Osland, 2004)

Tubbs and Schulz developed taxonomy of global leadership competencies and meta-competencies based on interviews and discussions with over 50,000 leaders of organizations in North America, South America, Europe and Asia.
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Table 1 represents the seven meta-competencies and their related 50 subcompetencies that were found in this study. A taxonomy of competencies in global leadership. Meta-Competencies Leadership Competencies Demonstrating knowledge of the entire organization Using systems theory Effectively utilizing technology Demonstrating global sensitivity Utilizing effective compensation Demonstrating ethical practices Demonstrating a vision Showing inclusiveness and respect for diversity Overcoming adversity Demonstrating appropriate confidence in self and others

Understanding the Big Picture

Attitudes are Everything

Inspiring others Going against outdated or ineffective practices Building trust Varying leadership to the demands of the situation Leadership, The Driving Delegating Force Evaluating others Mentoring others Demonstrating sensitivity and empathy Seeing nuances of alternatives, not just either/or extremes Serving as an appropriate role model Demonstrating appropriate emotional intelligence Using active listening Demonstrating non-defensiveness Skillfully using language Skillfully using body language Effective interviewing Effective negotiation Effectively giving oral presentations

Communication, The Leader's Voice

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Innovation and Creativity

Developing an innovative organizational climate Improving creative decision-making Using weird ideas that work Avoiding indecision based on old paradigms Learning reframing Encouraging people to use and develop their creative abilities Creating transformational change Developing a continuous learning culture Building support mechanisms to create and sustain change efforts Managing the change process Developing change agents Encouraging individual change Encouraging structural change Learning to focus Employing no-fault problem solving Developing a team oriented culture Developing team-based incentive and reward systems Managing your boss Navigating organizational politics Supporting others on the team Utilizing empowerment Developing self-directed work teams

Leading Change

Teamwork and Followership

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