Title

Managerial self-concept in a global context: An integral component of cross-cultural competencies

Date of this Version

1-1-2012

Document Type

Journal Article

Publication Details

Citation only

Moeller, M., Harvey, M., McIntyre, N., & Sloan, H. (2012). Managerial self-concept in a global context: An integral component of cross-cultural competencies. Journal of Leadership & Organizational Studies, 19(1), 115-125. ISSN: 1548-0518

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2012 HERDC submission

© Copyright Baker College, 2012

ISSN

1548-0518

Abstract

The level of sociocultural adaptation a global manager undergoes when relocating from his or her home country affects the rate and severity of adjustment for that individual. To reduce the potentially negative impact of the lack of cross-cultural competencies, it is critical for individuals to have a concise understanding of their self-concept, recognizing their strengths and weaknesses. Self-concept is critical to learn how to effectively gain cross-cultural competencies. It is suggested that in their home country a manager has three points of reference to determine one's self-concept-individual, group, and organization. The culture of the international posting country provides a fourth reference point. This article draws on a competency-based view to form the basis for self-evaluation and the development of a composite self-concept. Moreover, it proposes an implementation "roadmap" for developing cross-cultural competencies of global managers.

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This document has been peer reviewed.