University of Pennsylvania ScholarlyCommons Publicly Accessible Penn Dissertations 2011 Global Leadership Development: An Analysis of Talent Management, Company Types and Job Functions, Personality Traits and Competencies, and Learning and Development Methods John Gillis Jr. University of Pennsylvania Follow this and additional works at: https://repository.upenn.edu/edissertations Part of the Business Administration, Management, and Operations Commons, Education Commons, Industrial and Organizational Psychology Commons, Leadership Studies Commons, Performance Management Commons, Personality and Social Contexts Commons, and the Training and Development Commons Recommended Citation Gillis, John Jr., "Global Leadership Development: An Analysis of Talent Management, Company Types and Job Functions, Personality Traits and Competencies, and Learning and Development Methods" (2011). Publicly Accessible Penn Dissertations. 1177. https://repository.upenn.edu/edissertations/1177 Degree: Ed.D. This paper is posted at ScholarlyCommons. https://repository.upenn.edu/edissertations/1177 For more information, please contact [email protected]. Global Leadership Development: An Analysis of Talent Management, Company Types and Job Functions, Personality Traits and Competencies, and Learning and Development Methods Abstract As our world "shrinks" and globalization increases, companies are changing strategies and operational procedures, which are dependent on leaders to deploy and implement. As companies evolve from domestic companies towards international, multinational and global companies, developing future global leaders becomes an essential component for successfully carrying out corporate global strategies. Because of this, there is an increasing need for global leaders; yet, they are not prepared, causing a significant shortage of global leaders, which is a critical issue for human resource departments. Thus, global leadership development (GLD) programs are urgently needed to address the gap between global leadership needs and the capacity shortage, and should be a major focus of HR's talent management. Even though GLD significantly impacts company performance, current GLD programs offered by practitioners are deficient and there is disjointed research on the topic by scholars. However, there is a growing consensus around global leadership attributes (personality, values, cultural background and corporate work experience) used for the recruiting and succession planning talent management functions, global leadership competencies (engagement in personal transformation, knowledge, networking skills, social judgment skills, self awareness, and self regulation) used for the career development talent management function, and learning and development methods (expatriate assignment, global teams, experiential learning, coaching, intercultural training, assessment and reflection) used for the learning and development talent management function. The research findings indicate several implications for practitioners to address when building a global leadership development program. First, personality traits and global leadership competencies are primarily idiosyncratic to job function, but not to company type. Second, while leadership competencies are the same for domestic and global leaders, certain competencies are more critical for global leaders and the proficiency level typically increases. Third, the list of competencies must be manageable, clearly defined and comprehensive. And fourth, the learning and development method and corresponding budget prioritization is very dependent on the global leadership competency to be developed. Degree Type Dissertation Graduate Group Education First Advisor Jonathan A. Supovitz Keywords global, learning, competency, leadership, talent management, personality traits, globalization Subject Categories Business Administration, Management, and Operations | Education | Industrial and Organizational Psychology | Leadership Studies | Performance Management | Personality and Social Contexts | Training and Development Comments Degree: Ed.D. This dissertation is available at ScholarlyCommons: https://repository.upenn.edu/edissertations/1177 GLOBAL LEADERSHD? DEVELOPMENT: AN ANALYSIS OF TALEN MANAGEMENT, COMPANY TYPES AND JOB FUNCTIONS, PERSONALITY TRAITS AND COMPETENCIES, AND LEARNING AND DEVELOPMENT METHODS John Gillis, Jr. A DISSERTATION in Work-Based Learning Leadership Presented to the Faculties of the University of Pennsylvania in Partial Fulfillment of the Requirements for the Degree of Doctor of Education 2011 Supervisor of Dissertation: Jonathan A. StfpgvitZ, Associate Professor of Education Dean, Gfadiiate School of Education: ( > C AA^T Andrew C. Porter, Dean Dissertation Committee: Jonathan A. Supovitz, Associate Professor of Education Donna McNamara, President, Donna McNamara Associates Jerome T. Murphy, Visiting Professor of Education Global Leadership Development: An Analysis of Talent Management, Company Types and Job Functions, Personality Traits and Competencies, and Learning and Development Methods COPYRIGHT 2011 John Gillis, Jr. ABSTRACT GLOBAL LEADERSHIP DEVELOPMENT: AN ANALYSIS OF TALENT MANAGEMENT, COMPANY TYPES AND JOB FUNCTIONS, PERSONALITY TRAITS AND COMPETENCIES, AND LEARNING AND DEVELOPMENT METHODS John Gillis, Jr. Jonathan Supovitz As our world "shrinks" and globalization increases, companies are changing strategies and operational procedures, which are dependent on leaders to deploy and implement. As companies evolve from domestic companies towards international, multinational and global companies, developing future global leaders becomes an essential component for successfully carrying out corporate global strategies. Because of this, there is an increasing need for global leaders; yet, they are not prepared, causing a significant shortage of global leaders, which is a critical issue for human resource departments. Thus, global leadership development (GLD) programs are urgently needed to address the gap between global leadership needs and the capacity shortage, and should be a major focus of HR's talent management. Even though GLD significantly impacts iii company performance, current GLD programs offered by practitioners are deficient and there is disjointed research on the topic by scholars. However, there is a growing consensus around global leadership attributes (personality, values, cultural background and corporate work experience) used for the recruiting and succession planning talent management functions, global leadership competencies (engagement in personal transformation, knowledge, networking skills, social judgment skills, self awareness, and self regulation) used for the career development talent management function, and learning and development methods (expatriate assignment, global teams, experiential learning, coaching, intercultural training, assessment and reflection) used for the learning and development talent management function. The research findings indicate several implications for practitioners to address when building a global leadership development program. First, personality traits and global leadership competencies are primarily idiosyncratic to job function, but not to company type. Second, while leadership competencies are the same for domestic and global leaders, certain competencies are more critical for global leaders and the proficiency level typically increases. Third, the list of competencies must be manageable, clearly defined and comprehensive. And fourth, the learning and development method and corresponding budget prioritization is very dependent on the global leadership competency to be developed. iv Table of Contents Chapter 1 1 Chapter 2 8 Global Leadership Competencies 22 Global Leadership Learning and Development Methods 26 Global Leadership Development Conceptual Framework 41 Research Questions 48 Chapter 3 51 Population and Respondent Selection 52 Respondents 56 Survey Instrument 58 Validity 65 Data Collection 68 Analysis 69 Study Limitations 76 Chapter 4 79 Personality Traits 79 Global Leadership Competencies 91 Qualitative Responses: 105 Comparison: Personality Traits vs. Global Leadership Competencies 108 Competencies' Comparison: Domestic vs. Global Importance 109 Learning and Development Methods for Global Leadership Competencies ... 111 v Summary 114 Chapter 5 119 Implications 118 Recommendations 127 Future Research 130 Conclusion 132 APPENDICES 134 Appendix A: Global Leadership Competency Meta-Analysis Table 134 Appendix B: Global Leadership Development Survey Email Solicitation 158 Appendix C: Global Leadership Development Survey Consent Form 159 Appendix D: Global Leadership Development Survey 160 Appendix E: Global Leadership Development Research Findings Report 180 References 183 VI List of Tables Table 1: Definitions of Company Type 2 Table 2: "Big Five" Personality Traits 15 Table 3: Global Leadership Competencies 24 Table 4: Learning & Development Methods 27 Table 5: Survey Completion by Company Type 57 Table 6: Survey Completion by Job Function 58 Table 7: Value of Aggregated Personality Traits' Means by Company Type... 80 Table 8: Correlation Coefficients between Personality Traits and Company Type 82 Table 9: t-tests between Personality Traits and Company Type 83 Table 10: Value of Personality Traits' Means per Job Function 84 Table 11: Personality Traits' Statistical Significant Differences per Job Function 88 Table 12: Personality Traits' Mean Standard Deviation for Respondents' Perceptions 90 Table 13: Weighted