An Exploratory Study on the Learning Mechanism of Global Leadership Competencies

Caroline BENTON; Hirohisa NAGAI; Hiroe TSUBAKI; Yasunobu KINO

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TRAFST Vol.9 No.1 pp. 5-13

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An Exploratory Study on the Learning Mechanism of Global Leadership Competencies

Caroline BENTON^∗1, Hirohisa NAGAI^∗2, Hiroe TSUBAKI^∗3, and Yasunobu KINO^∗2

^∗1University of Tsukuba, 1-1-1 Tennodai, Tsukuba, Ibaraki

^∗2University of Tsukuba, 3-29-1 Otsuka, Bunkyo-ku, Tokyo

^∗3The Institute of Statistical Mathematics, 10-3 Midori-cho,Tachikawa-shi, Tokyo

Received:

20 January 2015

Accepted:

26 February 2015

Published:

April 15, 2015

Keywords:

global leadership competencies, meta-cognitive learning, double-loop learning, critical incidents

Abstract

Leading international business requires the learning of global leadership competencies that allow managers to flexibly navigate across cultures. This explorative study investigates the mechanism by which global leadership competencies are acquired from a meta-cognitive approach. Indepth interviews and a web-survey were conducted in Asian and Europe. Results confirmed that 1) all managers faced new and difficult challenges during international business assignments, 2) the necessary leadership competencies were both common and idiosyncratic across cultures, and 3) global managers, regardless of their nationalities, experienced “double-loop learning” while acquiring new global leadership competencies though “breakthrough experiences” during international business assignments.

Cite this article as:

C. BENTON, H. NAGAI, H. TSUBAKI, and Y. KINO, “An Exploratory Study on the Learning Mechanism of Global Leadership Competencies,” , Vol.9, No.1, pp. 5-13, 2015.

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References

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This article is published under a Creative Commons Attribution-NoDerivatives 4.0 Internationa License.

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[11] [11] L. K. Woolsey: “The Critical Incident Technique: An InnovativeQualitative Method of Research,” Canadian J. ofCounseling, Vol.20, No.4, pp. 242-254, 1986.

An Exploratory Study on the Learning Mechanism of Global Leadership Competencies

Caroline BENTON∗1, Hirohisa NAGAI∗2, Hiroe TSUBAKI∗3, and Yasunobu KINO∗2

Caroline BENTON^∗1, Hirohisa NAGAI^∗2, Hiroe TSUBAKI^∗3, and Yasunobu KINO^∗2