Predicting effectiveness in global leadership activities |
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| Authors: | Paula Caligiuri Ibraiz Tarique |
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| Institution: | aSchool of Management and Labor Relations, Department of Human Resource Management, Rutgers University, 94 Rockafeller Road, Janice Levin Building, Piscataway, NJ 08854, United States;bPace University, Lubin School of Business, Department of Management & Management Science, 1 Pace Plaza, New York, NY 10038, United States |
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| Abstract: | Given the importance of effective global leadership, both academics and practitioners alike have become increasingly interested in ways to develop successful global business leaders. This study of over two hundred global leaders found that high contact cross-cultural leadership development experiences and the leaders’ personality characteristics were predictors of effectiveness in global leadership activities. Testing hypotheses based on social learning theory and the contact hypothesis, extroversion is found to moderate the relationship between high contact cross-cultural leadership development experiences and effectiveness on global leadership activities: Highly extroverted leaders with a greater number of high contact cross-cultural leadership development experiences are the most effective on global leadership activities. |
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| Keywords: | Leadership development Global leaders Employee development Executives Performance evaluation |
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