Developing transnational leaders: five paradoxes for success

Abstract

PurposeAs consultants working with multinational organizations predominantly in Asia, Africa and the Middle East, the authors frequently find themselves working with clients to create strategies for building their talent pipeline and developing leaders at multiple managerial levels. The purpose of this article is to introduce a model and approach for developing transnational leaders that will serve as a basis for learning design going forward.Design/methodology/approachThe authors introduce the reader to five paradoxes: presenting a continuum for each dilemma; listing the key aspects of the dilemma; describing a situation in which this particular paradox has manifested itself; and posing a provocative question to stimulate thinking and dialogue to address the paradox.FindingsThe five paradoxes leaders and managers in the twenty‐first century need to consider to effectively manage for organization success are the: paradox of knowing (self and other); paradox of focus (individual and communal); paradox of communication (direct and indirect); paradox of action (doing and being); and the paradox of response (time focus: short and long‐term).Practical implicationsLeading transnationally is a continuing dilemma to be considered and managed. It requires a willingness to understand the system in which one is operating and requires adaptability and flexibility in response.Originality/valuePrevious leadership development efforts have been primarily designed to offer competency based skills and tools. The authors instead propose that transnational leadership development needs to focus on paradox management, which will develop abilities to manage these dilemmas.