International assignments are considered a key tool for leadership development but because many global leadership competencies refer to traits or personality characteristics that are rather difficult to change they have their limitations as a development tool. For example, a recent study asked three groups f employees (potential expatriates not yet on assignments, current expatriates, and repatriates) to rate themselves on global competencies. While there were no differences in how the groups assessed their personality traits, those who had been on assignments reported having more knowledge compared to potential expatriates. Intriguingly, employees who had been overseas assignments rated themselves lower on some abilities as compared to their colleagues who had not yet worked internationally. It was not that their abilities had diminished, but rather they were humbled by their international experience. Their assignments had helped them develop an acute sensitivity to the challenges of working in another context and they “knew what they did not know.” Thus, it appears that the most valuable developmental aspect of international assignments might be the development of an appreciation for the complexities of transacting business across national borders and the related cognitive complexity that stems from this understanding.
Another important limitation is that organizations often shelter their expatriates by creating cultural bubbles that isolate them from having to engage with local culture. If they are met by a chauffeur at the airport, provided accommodations very similar to what they get at home regardless of the context of the local country, provided with staff that essentially prevents them from figuring out anything on their own, they will be unlikely to experience much change in their mental maps of how things are done differently in different parts of the world. Perhaps having recognized this, forward thinking organizations have started introducing a very different type of expatriate program: company-sponsored volunteering assignment or service-learning assignment in which participants are sent to developing countries to work in partnerships with local organizations, NGOs, or social entrepreneurs. Research on these types of development assignments is still relatively scant, but early results suggest that they have great potential for developing global leadership competencies, among other benefits for multiple stakeholders.
International assignments are considered a key tool for leadership development but because many global leadership competencies refer to traits or personality characteristics that are rather difficult to change they have their limitations as a development tool. For example, a recent study asked three groups f employees (potential expatriates not yet on assignments, current expatriates, and repatriates) to rate themselves on global competencies. While there were no differences in how the groups assessed their personality traits, those who had been on assignments reported having more knowledge compared to potential expatriates. Intriguingly, employees who had been overseas assignments rated themselves lower on some abilities as compared to their colleagues who had not yet worked internationally. It was not that their abilities had diminished, but rather they were humbled by their international experience. Their assignments had helped them develop an acute sensitivity to the challenges of working in another context and they “knew what they did not know.” Thus, it appears that the most valuable developmental aspect of international assignments might be the development of an appreciation for the complexities of transacting business across national borders and the related cognitive complexity that stems from this understanding.
Another important limitation is that organizations often shelter their expatriates by creating cultural bubbles that isolate them from having to engage with local culture. If they are met by a chauffeur at the airport, provided accommodations very similar to what they get at home regardless of the context of the local country, provided with staff that essentially prevents them from figuring out anything on their own, they will be unlikely to experience much change in their mental maps of how things are done differently in different parts of the world. Perhaps having recognized this, forward thinking organizations have started introducing a very different type of expatriate program: company-sponsored volunteering assignment or service-learning assignment in which participants are sent to developing countries to work in partnerships with local organizations, NGOs, or social entrepreneurs. Research on these types of development assignments is still relatively scant, but early results suggest that they have great potential for developing global leadership competencies, among other benefits for multiple stakeholders.
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