The global village is in a constant state of change as the world is becoming more and more connected and the distance between various cultures gets shorter and shorter with the aid of technology. This is creating a greater need for global leaders that can effectively craft solutions by bringing people and resources across national, cultural and even organizational boundaries together (Cabrera & Unruh, 2012). This goes beyond international travel and ‘on assignment’ trips to other counties where engagement into the host country’s culture is minimal (Cabrera & Unruh, 2012). Organizations need a way to accurately gauge a leader’s ability to effectively lead in a global context.
The global leadership model is an attempt at providing an empirical approach of measuring the effectiveness of a global leader (Dunn, Lafferty, & Alford, 2012). The global leadership model takes into account four domains of a leader: task, relations, awareness, and purpose. The task domain measures a leader’s ability to lead transactionally through inspiration toward completion of tasks, primarily focusing on the leader’s intellectual capacity (IQ) (Dunn, Lafferty, & Alford, 2012). The relations domain measures a leader’s ability to lead transformationally through quality relationship development, taking into account a leader’s emotional capacity (EQ) and cultural capacity (CQ) (Dunn, Lafferty, & Alford, 2012). The awareness domain measures a leader’s ability to lead from self-awareness, self-reflection, and self-assessment (Chatterjee, 1998), taking into account a leader’s metacognitive capacity (MQ) (Dunn, Lafferty, & Alford, 2012). Finally, the purpose domain measures a leader’s ability to lead separate from his egoistical conscious, considering a leader’s moral and existential capacities (MQ & XQ) (Dunn, Lafferty, & Alford, 2012).
The compilation of these measurements gives the leader’s global competency index (GCI), showing the potential success level of a global leader from the various intelligence areas (Dunn, Lafferty, & Alford, 2012).
References
Cabrera, A., & Unruh, G. (2012). Being global: how to think, act, and lead in a transformed world. Boston, Mass: Harvard Business Review Press.
Chatterjee, D. (1998). Leading Consciously : A Pilgrimage Toward Self-mastery. Boston, Mass: Routledge. Retrieved from http://0-search.ebscohost.com.library.regent.edu/login.aspx?direct=true&db=nlebk&AN=34015&site=eds-live
Dunn, T. E., Lafferty, C. L., & Alford, K. L. (2012). Global Leadership: A New Framework for a Changing World. SAM Advanced Management Journal (07497075), 77(2), 4–14.
Field Notes 