Global leadership development What’s in it for me?

Abstract

Problem – An arguably new breed of leaders, the so-called global leader, has become prevalent among several multi-national corporations. Lacking a precise definition, previous research shows their impact on international companies overall performance to be severe. Though a number of different – and disparate – methods exist for their development has been suggested, it is unclear what motivates their participation in development programs. Purpose – This thesis approaches the issue of global leader development from the perspectives of both the individual and the company, determining what development tools are available to the company and the reasons global leaders have to attend them. Design – Using a case study design, employees at a Swedish global engineering group was in focus. Five interviews provided information regarding human resource systems and development tools, whereas 10 individuals at the company headquarters were interviewed regarding issues relating to global leader development. The results were analysed via the expectancy theory framework in order to determine what motivates global leader participation in development programs. Findings – Opportunities of knowledge development, individual development, networking opportunities, social interaction were mentioned as reasons for development program attendance. The international aspect however, was rarely mentioned in a positive light. None of the interviewees expected the development programs to advance their careers directly.