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Predicting effectiveness in global leadership activities

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  • Caligiuri, Paula
  • Tarique, Ibraiz

Abstract

Given the importance of effective global leadership, both academics and practitioners alike have become increasingly interested in ways to develop successful global business leaders. This study of over two hundred global leaders found that high contact cross-cultural leadership development experiences and the leaders' personality characteristics were predictors of effectiveness in global leadership activities. Testing hypotheses based on social learning theory and the contact hypothesis, extroversion is found to moderate the relationship between high contact cross-cultural leadership development experiences and effectiveness on global leadership activities: Highly extroverted leaders with a greater number of high contact cross-cultural leadership development experiences are the most effective on global leadership activities.

Suggested Citation

  • Caligiuri, Paula & Tarique, Ibraiz, 2009. "Predicting effectiveness in global leadership activities," Journal of World Business, Elsevier, vol. 44(3), pages 336-346, July.
    • Handle: RePEc:eee:worbus:v:44:y:2009:i:3:p:336-346
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    References listed on IDEAS

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    9. Mansour Javidan & David A. Waldman & Danni Wang, 2021. "How Life Experiences and Cultural Context Matter: A Multilevel Framework of Global Leader Effectiveness," Journal of Management Studies, Wiley Blackwell, vol. 58(5), pages 1331-1362, July.
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    13. Bücker, Joost‏ JLE & Furrer, Olivier & Lin, Yanyan, 2015. "Measuring cultural intelligence: a new test of the CQ scale," FSES Working Papers 461, Faculty of Economics and Social Sciences, University of Freiburg/Fribourg Switzerland.
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