Conclusions

Abstract

While the term “competency” is widely used, and widely criticized, we use it here, in agreement with Spencer and Spencer (1993) as an underlying characteristic of an individual (motive, trait, self-concept, knowledge, skill) that is causally related to superior performance in a job or situation. As Fig. 1 shows, we believe there are both universal leadership competencies and context-specific competencies that contribute to effective global leadership. David Campbell's chapter in this volume argues for nine universal competencies of global leadership, all nine needing to be present for an organization to be sustainable and an international leader to be effective. This fits with other experts who believe in universal competences. Morgan McCall and George Hollenbeck (2002) could not resist the urge to identify seven common competencies among the international executives in their research. For another example, Goldsmith, Greenberg, Robertson, and Hu-Chan (2003) concluded that there are 14 core competencies for future global leadership.

Citation

Mobley, W.H. and Weldon, E. (2005), "Conclusions", Mobley, W.H. and Weldon, E. (Ed.) Advances in Global Leadership (Advances in Global Leadership, Vol. 4), Emerald Group Publishing Limited, Leeds, pp. 293-299. https://doi.org/10.1016/S1535-1203(06)04019-6