The Social Psychology of Organizations.

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https://link.springer.com/content/pdf/10.1057%2Fjors.1974.92.pdf

The Nature of Managerial Work

https://link.springer.com/content/pdf/10.1057%2Fjibs.1990.10.pdf

Managing across Borders: The Transnational Solution

Because they are victims of short-term economic pressures and "parochial politics", most American companies critically lack the one factor proven effective in winning competitive advantage: leadership. Thus argues John P. Kotter in this, his third large-scale work on leadership, which continues and complements the work begun in his influential "The General Managers" and "Power and Influence". With compelling evidence, Kotter demonstrates why most American firms do not have the leadership capacity they currently need and explains what they must do to correct this damaging problem. Using comprehensive data from 900 senior executives in 100 American corporations, as well as in-depth interviews with 150 top managers in fifteen successful companies, including General Electric, Citicorp, IBM, Hewlett-Packard, and Coca-Cola, Kotter singles out the practices that develop superior leadership. He identifies both the specific personal attributes and general leadership qualities needed in today's corporations. And, with the spotlight on such individuals as Lee Iacocca at Chrysler and teams like the top management at Johnson & Johnson, he vividly illustrates the four factors that create outstanding leadership in both private and public sector senior and middle level managers. Professor Kotter underscores his argument with glaring examples of managerial failures in firms like ITT, providing eye-opening evidence of damage-- inability to control sagging productivity and poor records in customer service, quality control, and the development of new products-- caused primarily not be poor R&D or labor problems, but by a weak leadership capacity. Filled with dozens of case histories, "The Leadership Factor" reveals an all-too-common picture of companies which, unable to recognize or develop leadership talent and utilize it, create a pervasive gap in corporate planning and personal management. Progress has been made in improving quality management, but is has been limited. Kotter is hard-hitting in his assessment that even American companies which achieve a superior level of success in the leadership area-- IBM, DuPont, Dow Jones, Hewlett-Packard, and Anheuser-Busch, for example, must do even better to match efforts of foreign competitors. In showing how leaders are made, not born, he provides a realistic program structured to help attract, retain, and motivate dynamic, capable leaders in executive and middle management positions. Following Kotter's advice, companies can build strong managerial teams necessary not only for growth-- but also for survival itself.

The Leadership Factor

This article meta-analytically reviews empirical studies on the prediction of expatriate job performance. Using 30 primary studies (total N = 4,046), it was found that predictive validities of the Big Five were similar to Big Five validities reported for domestic employees. Extraversion, emotional stability, agreeableness, and conscientiousness were predictive of expatriate job performance; openness was not. Other predictors that were found to relate to expatriate job performance were cultural sensitivity and local language ability. Cultural flexibility, selection board ratings, tolerance for ambiguity, ego strength, peer nominations, task leadership, people leadership, social adaptability, and interpersonal interest emerged as predictors from exploratory investigations (K < 4). It is surprising that intelligence has seldom been investigated as a predictor of expatriate job performance.

/pdf/predicting-expatriate-job-performance-for-selection-purposes-561p22xm80.pdf

Predicting Expatriate Job Performance for Selection Purposes A Quantitative Review

In the past decade an increasing number of international managers from multinational organizations have participated in development programs at the Center for Creative Leadership. These managers work across the borders of multiple countries simultaneously. Working with these managers led us to ask fundamental questions about our current understanding of managerial effectiveness and whether or not it applied to managers who work in an increasingly complex global world. We asked ourselves: What do these managers do? Is it different from the work they did when they managed in their own countries, and if it is different, how so? What does it take for them to be effective when they manage across so many countries simultaneously? What do these managers need to know in order to be effective? What do organizations need to know and do in order to select and develop people who will manage and lead effectively in the global economy? Research designed to answer those questions provides insight into the work of global managers.

/pdf/managerial-effectiveness-in-a-global-context-2ege397qlk.pdf

Managerial Effectiveness in a Global Context.

Managers with global responsibilities work across distance, across differences in country infrastructure, and across differences in cultural values and expectations. Although the work of global managers is in some respects the same as the work of domestic managers – they must provide leadership, direct action and manage information – in order to be effective, global managers must adapt how they do their work to the global context. Research indicates that success as a global leader depends significantly on the leader’s ability to interact effectively with others who are culturally different. To do this, leaders must be able to adapt their behavior appropriately to the particular circumstances in which they are working. Cultural adaptability is critical to successful global leadership. Research shows that cultural adaptability is related to a number of different experiences, both on and off the job. In this chapter we review the literature on cultural adaptability and leading across cultures; and building on what we know about learning from experience, we suggest developmental experiences which can help leaders develop their cultural adaptability.

Cultural adaptability and leading across cultures

While there is a growing literature on global managers, most studies in this area have not built upon the wealth of existing knowledge in the field of management development. This study examines if established theoretical constructs will account for managerial performance in complex global jobs and investigates the utility of each of these approaches. Boss performance ratings were correlated with manager's self-ratings on measures of personality, role skill, learning capability, business knowledge, and international experiences for 194 managers-half with global responsibilities and half with domestic responsibilities. Skill in the roles of leader and decision maker were significantly related to performance ratings for managers in high and low global complexity jobs. Learning skills, additional role skills, and international business knowledge were uniquely, albeit modestly, related to performance ratings for managers in globally complex jobs. A development framework is proposed that integrates the various theoretical constructs. Specifically, personality and international experience are considered as antecedent to skill rather than as predictors of global performance.

Maxine Dalton

Papers

Managerial Effectiveness in a Global Context.

Cultural adaptability and leading across cultures

Effective global management: Established constructs and novel contexts