How to Make a Future-relevant Competence Matrix? Many companies today, do have a leadership competence description or matrix, which defines the needed skills, knowledge, abilities, and behaviors of their leaders, and makes it possible to assess an individual up against this standard or target. What many companies do not have, are considerations of the future needed competencies. This post aims to inspire you to add great value to your organization by thinking future needs into your work with competencies.
Dear readers, This is a technical post about this year’s key changes on my website – a blog built on WordPress, the Themonic One theme, and with a high number of plug-ins. The post is not related to leadership but since so many have asked questions about my web development work, which I enjoy doing, I have decided to write an update from time to time.
Few realize the actual size and possibilities of the Chinese internet, but we daily see its great impact in terms of online sales, tutoring, payment, communication, and of course for entertainment. If you are interested in this topic, then you will like the 12 minutes Ted talk by Media Executive Gary Liu, who is the CEO of South China Morning Post.
Leadership is a learned competence that you can develop from an early age and throughout your life, and it is a competence that we as companies and managers have a responsibility to develop in others and ourselves. But, what do I mean by competence and how do we develop competencies. I recently wrote this short description of Leadership Competence for a good friend of mine, who calls it the Leader Competence Creed.
The learnings of the GLOBE Project are truly unique, as there is limited research on cross-cultural leadership on this scale, and as it gives us important information on how to lead more effectively across cultures. It helps us understand what various cultures see as effective leadership, as well as in-effective leadership, and gives us clues on how to adjust our leadership behavior and style for better results and cooperation with our followers and teams. This post deals with how you can adjust your cross-cultural leadership behavior, and lists and explains the nine Cultural Dimensions, as well as the six Global Leadership Dimensions.
You Can Never Lead Better than What Your Followers See! To lead, you need followers! Followers choose to be lead, as opposed to subordinates who are hired to be lead or managed. Followers choose to be lead, based on their evaluation of the leader. Does she lead well, with the proper values and behavior, and is it likely that he will make us reach our goals? In other words, people have certain preconceptions about what a good leader is, and they evaluate leadership performance against this. Further, different people have different preconceptions and standards, but opinions tend to converge around culture so that people of the same culture have similar expectations of what good leadership is. This post aims to make you understand the importance of matching Society’s Leadership Expectations.
Make Good use of the GLOBE Findings in Your Leadership! The GLOBE Project produced useful culture and leadership findings that can help us advance cross-cultural leaders on a daily basis. Improving ones’ cross-cultural leadership skills requires that we first understand these findings and, then, consider where in leadership to make use of them. This post provides practical suggestions on how to do both.
China National holiday is here, and I would like to wish you a great week off. October first is also the anniversary for the first rise of the Chinese National flag, the ‘Five-star Red Flag’, which was designed by Mr. Zeng Liansong, and raised the first time on October 1, 1949. This post celebrates the powerful banner of China, with a short historical perspective and acknowledgment to its designer Mr. Zeng Liansong.
Kong Ming, in his book Mastering the Art of War, deals with leadership topics of every kind from The Eight Character Flaws Among Leaders and The Nine Essential Abilities of a Leader, to Methods to Recognize the Individual’s True Character and The Five Formulas to Motivate Your Troops. One of my favorite chapters, named Yielding […]
Cultural differences affect leadership performance, and what is seen as proper leadership behavior in one culture can be seen as a hindrance to effective leadership in another. Nevertheless, whereas differences in culture make leadership best practices different across the world, there are some fundamental leadership principles and attributes that are universally the same. The GLOBE Project has devised a list of Universally Endorsed Leadership Attributes, which contribute to effective leadership in any of the 61 cultures participating in the study. Not surprisingly, this list includes attributes like honesty, intelligence, and being positive. Read more about this as well as the list of Universally Undesired Leadership attributes.
It is fairly common knowledge in today’s global workplaces that leaders need to be effective across cultures and even turn cultural differences into strengths. To build cultural sensitivity in leaders, and increase their understanding of how to operate across cultural differences, is of great benefit to the leaders, the teams, and the company. This post promotes the need for cultural competencies in leaders of cross-cultural teams as well as leaders working in various cross-cultural environments. It addresses the needs of such global leaders and lists the benefits of cultural competency in leadership.
The GLOBE research project (Global Leadership and Organizational Behavior Effectiveness) offers a great insight to how different cultures look at leadership and is unique in terms of its objective of looking at what constitutes good leadership across cultures, as well as its large scope. It is a quantitative study with more than 17,000 manager respondents, from 951 organizations, three industries (food processing, financial services, and telecommunications services), and 61 countries across the world – teaching us how to lead across cultures.