Developing Culturally Developing Culturally Intelligent LeadersIntelligent Leaders
Silvia LorenteHuman Capital Management Director
IATA
2
IATAIATA
1500 employees in 65 countries120 nationalities representedIn Geneva, 350 employees of 30 nationalities (none > 12 % )
Middle classes drive travelMiddle classes drive travelGlobal middle class in 2009 and prediction for 2030
North America
Central & South America
Europe
Middle East &North Africa
Sub Saharan Africa
Asia Pacific
100mn500mn
1bn 20092030
4
70% of cross-national business ventures fail due to cultural clashes
Source: International Labor Organization
6
A common misunderstanding…
The difference between an expatriate and a global manager (camaléon):
Expatriates are defined by locationGlobal Managers are defined by their state of mind
Power Distance vs. IndividualismPower Distance vs. Individualism5
15
25
35
45
55
65
75
85
9510 30 50 70 90 110
Small LargePower Distance (PDI)
Col
lect
ivis
tIn
divi
dual
ist
Indi
vidu
alis
m(ID
V)
• Guatemala• Costa Rica • Pakistan
• Ecuador• Venezuela
• Indonesia•Singapore • China•Thailand
• Hong Kong• Romania• Mexico • Philippines
• Russia• Arabs• Turkey• Iran• Japan • India
• Switzerland FR• France
• Belgium FR• Canada Quebec
• Israel
• Finland• Germany
• Norway• Sweden
• Denmark• New Zealand
United States • UK
• Brazil
Australia
• Spain
8
CQCQCultural Intelligence is the capability to function effectively across national, ethnic and organizational cultures
Four Dimensional ModelA Set of Skills
Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. CA: Stanford U Press.
9
Drive IntrinsicExtrinsicSelf-Efficacy
ActionSpeech ActsVerbal BehaviorsNon-Verbal Behaviors
KnowledgeBusinessInterpersonal Socio-linguistics
StrategyAwarenessPlanning Checking
Cultural IntelligenceCultural Intelligence
12
IINTERCULTURALLLEADERSHIPEENGAGEMENTAANDDDEVELOPMENT
Drive organizational and cultural changeCommunicate actively across geographical and organizational boundariesBring added value to the business by working together
Developing a new generation of IATA leaders able to:
II--LEADLEAD
Career Success
Job PerformanceInterculturalNegotiation
Team Effectiveness
Social Capital
Leader Effectiveness & Emergence
Innovation
CQCQ
RETURN OF INVESTMENTRETURN OF INVESTMENT
Cultural Adaptability
CQ Training