Silvia Lorente - Developing Culturally Intelligent Leaders
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Présentation de Silvia Lorente, IATA lors de la conférence First Rezonance du 25 mai 2011 au Centre Patronal de Paudex sur le thème des dirigeants nomades et de l'intégration des travailleurs étrangers en Suisse
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Silvia Lorente - Developing Culturally Intelligent Leaders
- 1. Developing Culturally Intelligent Leaders Silvia Lorente Human Capital Management Director IATA
- 2. IATA 1500 employees in 65 countries 120 nationalities represented In Geneva, 350 employees of 30 nationalities (none > 12 % ) 2
- 3. Middle classes drive travel Global middle class in 2009 and prediction for 2030 Europe North America Asia Pacific Middle East & North Africa Central & South America Sub Saharan Africa 100mn 500mn 2030 1bn 2009
- 4. 70% of cross-national business ventures fail due to cultural clashes Source: International Labor Organization 4
- 5. Research shows that: 45 % of US expatriates fail in their first international assignment 5
- 6. A common misunderstanding… The difference between an expatriate and a global manager (camaléon): Expatriates are defined by location Global Managers are defined by their state of mind 6
- 7. Power Distance vs. Individualism 5 • Ecuador • Guatemala Individualism (IDV) Collectivist • Costa Rica • Pakistan • Venezuela 15 • Indonesia •Thailand •Singapore • China 25 • Hong Kong • Mexico • Romania • Philippines 35 • Turkey • Arabs • Iran • Brazil • Russia 45 • Japan • India • Israel • Spain 55 • Finland • Switzerland FR 65 • Germany • Norway • France • Sweden • Belgium FR 75 • Denmark • Canada Quebec • New Zealand Individualist 85 • UK Australia United States 95 10 30 50 70 90 110 Small Power Distance (PDI) Large
- 8. CQ Cultural Intelligence is the capability to function effectively across national, ethnic and organizational cultures Four Dimensional Model A Set of Skills Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. CA: Stanford U Press. 8
- 9. Cultural Intelligence Strategy Knowledge Awareness Business Planning Interpersonal Checking Socio-linguistics Drive Action Intrinsic Speech Acts Extrinsic Verbal Behaviors Self-Efficacy Non-Verbal Behaviors 9
- 10. A partnership for research and Leadership Development 10
- 11. 11
- 12. INTERCULTURAL LEADERSHIP I-LEAD ENGAGEMENT AND DEVELOPMENT Developing a new generation of IATA leaders able to: Drive organizational and cultural change Communicate actively across geographical and organizational boundaries Bring added value to the business by working together 12
- 13. RETURN OF INVESTMENT Innovation Leader Effectiveness CQ Training & Emergence Team Effectiveness Cultural Adaptability CQ Job Performance Intercultural Negotiation Career Success Social Capital
- 14. Impact of I-LEAD on CQ 78 14 Source: Research conducted by Guido Gianasso
- 15. QUESTIONS???