Developing global leaders

By Paula M. Caligiuri. 2006

279 citations recorded by the source corpus.

Subfields: Communication, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c08c5289b80c69c4903afcc7d4c79a6bf9f1cffb

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In Social Psychology

Citations in the corpus

From Experience to Experiential Learning: Cultural Intelligence as a Learning Capability for Global Leader Development (2009, background): “Organizational interventions for enhancing global leadership effectiveness range from didactic programs to intensive cultural experiences (Caligiuri, 2006).”
Measuring cultural intelligence (CQ) (2015, unknown): “Some studies suggest an important role of personality in predicting cross-culturally effective behavior (Caligiuri, 2006; Caligiuri and Tarique, 2009; Ward et al., 2009); therefore, it would be interesting to consider the potential relationships between, say, the Big Five personality traits and ICK ”
Managing talent in emerging economy multinationals: integrating strategic management and human resource management (2018, background): “On the global stage, MNEs need managers who can lead culturally and geographically diverse teams and engage with business partners and other stakeholders in each foreign location (Bird & Mendenhall, 2015; Caligiuri 2006).”
Dynamic cross-cultural competencies and global leadership effectiveness (2012, methodology): “Adapted from Caligiuri (2006), 8 items were used to measure effectiveness on international work activities.”
Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “This call to arms is underscored by the belief that while traditional approaches to HRM have served MNCs well in the 20th century, the contemporary business environment requires new and innovative approaches in the development and deployment of human resources (Caligiuri, 2006; Lengnick-Hall and And”
Culture and language learning: teaching, research and scholarship (2004, background): “However there is no comparable description of levels of culture learning, or of intercultural competence, even though there are a number of conceptual frameworks which define intercultural competence and the behaviour which would be indicative of it (Byram 1997a; Mendenhall et al., 2000).”
Global management competencies: a theoretical foundation (2010, background): “To contribute to more clarity and consistency in the discussion, it is suggested ( Caligiuri, 2006”
Challenges for the Theory and Practice of Business Coaching (2016, background): “…the literature about who is likely to benefit the most from coaching with some authors linking coaching to the development of leaders and managers (Caligiuri, 2006; Riggio & Lee, 2007) and others arguing that coaching is particularly useful for new, young and less experienced staff (Feldmen,…”