Self-Management and Leadership Development
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Self-Management and Leadership Development

Edited by Mitchell G. Rothstein and Ronald J. Burke

Self-Management and Leadership Development offers a unique perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development. This distinguished book is differentiated from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than depending on others, such as their organization, to guide them. Expert scholars in the area of leadership emphasize the importance of self-awareness as the critical starting point in the process. Explicit recommendations are provided on how individuals can manage their own self-assessment as a starting point to their development. The contributors present insights and practical recommendations on how individuals can actively self-manage through a number of typical leadership challenges.
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Chapter 15: Self-Assessment and Self-Development of Global Leaders

Paula Caligiuri and Ruchi Sinha


Paula Caligiuri and Ruchi Sinha Developing one’s own career is important in today’s labor market where the guarantee of lifetime employment with a single organization is obsolete. As individuals manage their careers, they become personally responsible for identifying their strengths and developmental needs for the target area profession. In our interconnected world, many individuals would like to expand their positions to include global leadership roles. For some, their organizations provide the training and development. However, for many others, this development for global leadership competencies needs to be self-initiated. The backdrop for developing one’s global leadership competencies is the global economy. Today’s global economy has created a more complex and dynamic environment in which most firms compete effectively to achieve sustainable growth. With the inception of internet-based business, cross-border trade agreements, the ease of international travel and the like, domestic firms with solely domestic operations serving exclusively domestic client bases are becoming increasingly more difficult to find. Firms, both large and small, have increased the number of their foreign suppliers, partners, employees, shareholders and customers. Relevant for global leaders (or those who wish to become global leaders), this global environment has not only changed the competitive landscape of business, it has also changed the way in which people must conduct business and the competencies they need to compete successfully. Clearly globalization and this new business reality have also created a demand for global business leaders who can operate successfully across borders and in multicultural situations. Global leaders, defined as executives who...

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