Global managers vs.

global leaders
A global manager is an individual who is assigned to a position with a
cross-boarder responsibility, who needs to understand business from a
worldwide rather than from a countrywide perspective and who must
be able to work with multiple cultures simultaneously rather than
with one culture at a time.(Cappellen)

Global leaders are individuals who effect
significant positive change in organizations.
(Kotter)
Main qualities of successful
international managers
Knowledge of the business
High degrees of tolerance and flexibility
The ability to work with people

Adler and Bartholomew (1992) recommended that global managers be
cultural synergizers

Doz and Hedlund (1990) referred to them as
cross fertilizers
What do global managers actually do?
Differences in how domestic and
global managers perform their roles
The researchers: a team at the Center for Creative Leadership
A surveying of 210 managers of different nationalities
Testing a number of factors related to managerial effectiveness (e.g.
personality, capabilities, role skills)
The result:
Emotion stability
Decision maker and negotiator roles
The ability to learn
The ability to cope with stress
These qualities played a more significant role with global managers than they
did with domestic managers.
6 factors that predicted
effectiveness in GM
3 competencies were deemed universal:
Sharpening the focus
Building commitment
Driving for success
3 competencies varied depending on the cultural context:
Business relationships
The role of action
The style of authority

Prospector
An instrument for early identification of international executives
The learning-oriented behaviors are:
Uses feedback
Seeks feedback
Cross-culturally adventurous
Seeks opportunities to learn
The competencies are:
Sensitive to cultural differences
Acts with integrity
Committed to success
6 GM skills future global leaders
need to have
Intercultural adoptability
Ability to develop individuals across diverse cultures
Global strategic thinking
Global team building
Ability to start up business in new markets
Ability to interact with local political interests

International managers were more likely to be described as effective if
they were cross-culturally adventurous and insightful, sought
opportunities to learn, and were open to criticism (Spreitzer, 1997).