Hostname: page-component-848d4c4894-sjtt6 Total loading time: 0 Render date: 2024-07-02T13:35:48.319Z Has data issue: false hasContentIssue false
  • English
  • Français

Global Leadership: The Myth of Multicultural Competency

Published online by Cambridge University Press:  07 January 2015

Ilke Inceoglu  and
Dave Bartram
Ilke Inceoglu*
Affiliation:
SHL Group
Dave Bartram
Affiliation:
SHL Group
*
E-mail: ilke.inceoglu@shl.com, Address: SHL Group Ltd, The Pavilion, 1 Atwell Place, Thames Ditton, KT7 0NE, UK
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 5 , Issue 2 , June 2012 , pp. 216 - 218
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Anzizu, J. M., & Nuenos, P. (1984). Leadership under sociopolitical change: Business enterprise in Spain. Paper presented at the 75th Anniversary Colloqium, Harvard Business School, Boston.Google Scholar
Bartram, D. (2005). The Great 8 competencies: A criterion-centric approach to validation. Journal of Applied Psychology, 90, 1185–1203.Google Scholar
Bartram, D. (2009). Leadership competencies: Differences in patterns of potential across eleven European countries as a function of gender and managerial experience. In Mobley, W. H. & Weldon, E. (Eds.), Advances in global leadership (Vol. 5, pp. 35–64). Bingley, UK: Emerald. Google Scholar
Bartram, D., & Inceoglu, I. (2011). The SHL Corporate Leadership Model (2nd ed.). SHL White paper. Thames Ditton, UK: SHL Group Ltd. Google Scholar
Bass, B. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications (3rd ed.). New York, NY: Free Press. Google Scholar
Brodbeck, F. C., Frese, M., Akerblom, S., Audia, G., Bakacsi, G., Bendova, H., & Wunderer, R. (2000). Cultural variation of leadership prototypes across 22 European countries. Journal of Occupational and Organizational Psychology, 73, 1–29.Google Scholar
Caligiuri, P., Tarique, I., & Jacobs, R. (2009). Selection for international assignments. Human Resource Management Review, 19, 251–262.Google Scholar
Dorfman, P. W., & House, R. J. (2004). Cultural influences on organizational leadership. In House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.), Culture, leadership and organizations: The GLOBE study of 62 societies (pp. 51–73). Thousand Oaks, CA: Sage. Google Scholar
Gelfand, M. J., Bhawuk, D. P. S., Nishii, L. H., & Bechtold, D. J. (2004). Individualism and collectivism. In House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.), Culture, leadership, and organizations: The GLOBE study of 62 societies, (pp. 437–512). Thousand Oaks, CA: Sage.Google Scholar
Heller, T. (1958). Changing authority patterns: A cultural perspective. Academy of Management Review, 10, 488–495.Google Scholar
Holt, K., & Seki, K. (2012). Global leadership: A developmental shift for everyone. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 198–217.Google Scholar
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies, (pp. 437–512). Thousand Oaks, CA: Sage.Google Scholar
Javidan, M., House, R. J., & Dorfman, P. W. (2004). A nontechnical summary of GLOBE findings. In House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.), Culture, leadership and organizations (pp. 29–48). Thousand Oaks, CA: Sage. Google Scholar
Westwood, R. (1997). Harmony and patriarchy: The cultural basis for ‘paternalistic headship’ among the overseas Chinese. Organization Studies, 18, 445–480.Google Scholar