Can Enterprise Competency Models Reflect Global Leadership?

摘要

One of the points of concern raised by Holt and Seki (2012) is the adequacy of competency models in capturing the essential aspects of global leadership. Indeed, this is a major dilemma facing organizations that increasingly need to manage their leadership talent globally: How can they have commonality in leadership expectations yet also account for the key differences? We would like to offer some thoughts about different types of global leaders and the implications for competency models, based on our practice and research with leaders (global and not) in organizations around the world. We will describe the pressures leading organizations to a desire for a common competency framework and offer suggestions about how to implement them in a way that respects the differences needed.