1. MGTO 630B Managing People Globally for Competitive Advantage Leveraging Capabilities: Competencies and Leadership Development Saturday, March 22, 2003 Please note: This is only a preliminary version of the file that will be shown in class. Depending on the flow of in-class discussion, we may not discuss all the overheads in this file.

2. 2 By the end of today class, you should be able to Identify leadership competencies in diverse cultural contexts Analyze and create a plan for developing leaders in East Asia (Korea) Examine leadership development in France

3. 3 Jobs to Competencies Job paradigm (derived from scientific management)  jobs are the building blocks of complex organisations Competency paradigm  people are human resources that work for an organisation

4. 4 McClelland’s Competencies (1973) Definition  An underlying characteristic of an individual that is causally related to criterion-referenced effective and/or superior performance  indicate ways of behaving or thinking, generalising across situations, and enduring for a reasonably long period of time

5. 5 Five Types of Competency Characteristics Motives  things a person consistently thinks about or wants that cause action. Traits  physical characteristics and consistent responses to situations or information Self-concept  an individual’s attitudes, values, or self-image Knowledge  Information a person has in a specific content area Skill  ability to perform a certain physical or mental task

6. 6 Threshold versus Differentiating Competencies Threshold  essential characteristics that everyone needs to be minimally effective but do not distinguish superior from average performers Differentiating  discriminate superior from average performers

7. 7 Integrated Competency Model (Boyatzis, 1982) 21 basic competencies in managerial work  clusters of related competencies human resource management (e.g., use of socialised power) leadership (e.g., self-confidence) goal and action management (e.g., proactivity) directing subordinates (e.g., developing others) focus on others (e.g., concern with close relationships) specialised knowledge (e.g., specialised job knowledge)

8. 8 What are critical leader competencies? Identify these competencies by yourself (2 minutes) Re-organize into groups according to place of origin (same groups as last week) Each person in each group presents his/her opinion to team members (no discussion) (2 minutes each) Team then discusses individual member opinions, seek clarity (5 minutes) Once agreement has been reached on competencies required for effective leadership, present team’s finding to rest of class (3 minutes each).

9. 9 Leadership Identification and Development

10. 10 Leadership Identification and Development

11. 11 Leadership Identification and Development

12. 12 Leadership Identification and Development

13. 13 Let’s look at two of these models in detail LG group

14. 14 Then the French: Alcatel What is the best way to identify HIPOs and prepare them to assume to management positions? Explore the advantages and disadvantages of  The competitive examination model  The feudal model  The professional model What is the best way to develop an executive cadre that possesses a global managerial perspective, reflective of the nature of Alcatel’s world-wide holdings?