An investigation of characteristics of effective global leaders

Abstract

PurposeThe purpose of this study is to unite research in cultural intelligence (CQ), core confidence and multitasking to examine how these characteristics interplay in the perceptions of global leadership effectiveness.Design/methodology/approachThe sample comprised 149 employees, mostly managers from 21 countries with 18 native languages spoken who had global leadership experience while working fulltime for international organizations. Relationships were examined using the hierarchical linear regression of survey data.FindingsSupport is found for core confidence moderating the relationship between CQ and other-rated and self-rated perceptions of global leadership effectiveness such that the relationship is stronger when leader core confidence is high. Moreover, support is found for CQ and core confidence having positive relationships with self-rated perceptions of global leadership effectiveness, and the study found a positive relationship between CQ and multitasking.Practical implicationsThe relationships studied provide practitioners with information to supplement the employee selection process for global leaders. The ability to assess current or future employees and hedge organizational risk in assignment to global leadership positions could have a significant impact.Originality/valueThis study contributes to the literature by investigating individual characteristics contributing to the perceptions of global leadership effectiveness. Because perceptions are often acted on as if reality and globalization in our personal and work lives is expansive, understanding these relationships is important.