Reconciling Tensions Through the Development of Global Leader Self-Complexity

Global leaders face numerous external, environmental tensions (i.e., local versus global) as well as internal identity tensions (i.e., adaptability versus authenticity). Following the law of requisite variety, global leaders can reconcile these tensions through the development of global leader self-complexity. Global leader self-complexity is defined by the extent to which global leaders’ self-concepts contain multiple, distinct leader identities and skill sets appropriate for leadership in different role and cultural contexts (i.e., self-differentiation) while simultaneously being unified by stable, foundational self-aspects, like leaders’ values and principles (i.e., self-integration). The primary method of developing global leader self-differentiation and self-integration is challenging experiences, including international experiences and role transitions, followed by reflection. Supplemental methods include developmental relationships, such as developmental networks and coaches, as well as formal education. The developmental potential of these methods is more likely to be realized when global leaders are developmentally ready, meaning they have a foundation of abilities, motivation, and organizational support necessary for development. The research discussed gives rise to recommendations for organizations seeking to enhance their global leadership capacity before, during, and after a challenging experience and directions for future research related to the development of global leader self-complexity.