Global Leadership Communication: A Strategic Proposal

Lawrence, Tom

doi:10.17062/cjil.v1i1.8

Cited by 10 publications

(11 citation statements)

References 50 publications

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“…Although a specific training for ECPs is highly valued in the profession, there seems to be a discrepancy between what is taught and the organizational needs regarding management, business and communication qualifications (Tench et al , 2013), and many organizations still struggle with a definition for talent or excellence (Wooldridge, 2006). Recruiting (pre-) professionals who excel at not only understanding but responding to the complex business environment (Grunig, 1992) is an issue of more than strategy, but organizational survival (Combs et al , 2006; Collings and Mellahi, 2009; Lawrence, 2015). Human resource departments can actively support their organizations by selecting the right mix of competences to support a communication employee’s professional development, especially for those who have the motivation to exceed general performance expectations.…”

Section: Practical Implicationsmentioning

confidence: 99%

“…As they contend with new technology, economic pressure, and constant societal change, organizations need excellent professionals to craft effective strategy and tools to respond to these complex, interdisciplinary challenges (Stahl et al , 2012). It is therefore no surprise that organizations are increasingly focused on finding and leveraging their talents to achieve their strategic, economic and societal goals (Combs et al , 2006; Collings and Mellahi, 2009; Lawrence, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Identifying competence characteristics for excellent communication professionals

Fuller

Heijne-Penninga

Kamans

et al. 2018

JCOM

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Purpose-The purpose of this paper is to clarify which knowledge, skills and behaviors are used to describe excellent performance in professional communication. As the demand for talented communication professionals increases, organizations and educators need an empirically defined set of performance criteria to guide the development of (potentially) excellent communication professionals (ECPs). This research aimed to render a competence profile which could assist in the development of recruitment, training and development to develop relevant programs for high-potential communication practitioners. Design/methodology/approach-This mixed-method research was approached in two phases: first, a series of focus groups (n ¼ 16) were held to explore work field perspectives resulting in a concept profile, and second, a series of expert panels (n ¼ 30) following the Delphi method were conducted to determine the extent of agreement with the findings. Findings-Participants clarified that excellent performance is characterized by competences which transcend normative technical skills or practical communication knowledge. The five domains, 16 item "SEEDS" competence profile describes that ECPs are distinguished by their compounded ability to be strategic, empathic, expressive, and decisive and to see patterns and interrelationships. Research limitations/implications-Although a broad range of relevant professionals were involved in both phases, the study could be considered limited in size and scope. Research was conducted in one national setting therefore further research would be necessary to confirm generalizability of the results to other cultural contexts. Originality/value-Although many competence frameworks exist which describe normative performance in this profession, specific criteria which illustrate excellent performance have not yet been identified. This competence profile clarifies characteristics which typify excellent performance in professional

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Section: Practical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Identifying competence characteristics for excellent communication professionals

Fuller

Heijne-Penninga

Kamans

et al. 2018

JCOM

View full text Add to dashboard Cite

show abstract

“…Transferrable over space, social skills are manifested in the individuals who act as representatives of the firm (see Chiang and Yang 2014;Davidsson and Honig 2003;Frank et al 2007) through language in all its guises. Thus, globalisation thrives on international cross-cultural communicative relationships and leaders (House et al 2004;Lawrence 2015). Nevertheless, communication style is spatially contingent and therefore has both mediating and moderating effects on firm performance, although language as an asset can be considered 'the single most important factor when we study how communication takes place between cultures' (Andersen and Rasmussen 2004, p. 231).…”

Section: Language Education and Entrepreneurshipmentioning

confidence: 99%

Language ability and entrepreneurship education: Necessary skills for Europe’s start-ups?

et al. 2018

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Language ability and entrepreneurial education are seen as essential resources for start-ups operating in intensified landscapes of internationalisation and globalisation. Deemed as the necessary skills for corporate effectiveness vis-à-vis rivals, this paper responds to calls for increased understandings of cultural components as vital to entrepreneurship and the product of institutional forces. Thus, it explores (a) the impact language ability has on start-up expansion; (b) the perceptions of international relations as based on language ability as a tool for cross-cultural communication; and (c) the role of educational context from the entrepreneurs' perspective. Based on interviews from European online start-ups across three discrete contexts-Finland, Portugal and Sweden-it concludes that contextual trends regarding language and education are founded upon the cultural-cognitive and normative pillars of institutionalisation. Further, by combining actor-context perspectives, it poses that language ability and education are resources borne from the domestic environment which positively moderate the start-up's international success. Nevertheless, the notion of learnt entrepreneurship remains contested. Taken together, this study contributes by offering deeper insight into the role of context on entrepreneurial tendencies by combining resource and institutional perspectives. J Int Entrep (2018) Second abstract-Spanish La competencia y habilidad lingüística se están convirtiendo en requisitos indispensables para las nuevas empresas que operan en entornos de creciente demanda de internacionalización y globalización. Consideradas como necesarias para asegurar el éxito inicial y ventaja competitiva, este manuscrito se centra en el entendimiento de la conciencia cultural, la capacidad lingüística y la educación como pilares básicos para la iniciativa empresarial. Los objetivos son: a) explorar el impacto de la competencia lingüística en los planes de expansión inicial y futuros; b) investigar la percepción de las relaciones internacionales basadas en la capacidad lingüística como herramienta de comunicación intercultural; y c) definir el rol del entorno en la adquisición de habilidades lingüísticas y comunicativas desde la perspectiva del emprendedor. Basado en entrevistas a nueve nuevas firmas tecnológicas ubicadas en Finlandia, Portugal y Suecia, el estudio muestra diferentes tendencias sobre el rol de las habilidades lingüísticas y culturales como fuente de ventaja competitiva. Sin embargo, la idea de iniciativa empresarial como algo que se puede aprender o enseñar continua bajo debate, destacando la necesidad de futuros estudios sobre la importancia de la educación empresarial como entorno-dependiente. Summary HighlightsContributions: This study contributes to international entrepreneurship literature by increasing understandings of the role of education and language (the measureable components of culture) for start-up (continued) success. It also contributes by integrating institutional and resource-ba...

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“…Organizations need to understand the basic principles of global leadership communication before implementing a multifaceted strategy. Knowledge passes through differing social constructs that intend to alter behavior, motivate, and navigate via verbal and non-verbal messages (Lawrence, 2015). Global leadership communication is thus broken up into two levels, first a macro level view in which each culture is categorized by patterns of behavior and larger social and historical contexts of interculture (Martin & Nakayama, 2011;Lawrence, 2015).…”

Section: Methodsmentioning

confidence: 99%

Branching Out: Establishing A Global Communication Strategy for A Foreign Branch Campus

Wallace¹

2021

2nd World Conference on Teaching and Education

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Higher education institutions attempting to establish an international branch campus must create a global communication strategy in order to succeed in the short-term, long-term, and through future global crises. This article discusses best practices in updating or creating and establishing a global communication strategy for higher education institutions involved in international branch campus expansion. Global leadership communication succeeds on a macro and micro level. This article discusses eight action objectives on the macro level for the institution to incorporate in their strategy design. The eight action objectives are made up of removing organizational silence, transparency, collective reflexivity, crisis management, content management, language management, generational approach, and corporate social responsibility. On the micro level, this article discusses six important individual competencies that global leaders should possess while implementing a global communication strategy for an institution in a foreign environment. The six competencies include intercultural engagement, intercultural communication, curiosity, active listening, flexible observational lens, and a global mindset. When a branch campus is internationally established, institutional leadership needs continued development through formal learning and experiential opportunities to increase communication competencies for core global leaders. Future opportunities for organizational expatriate assignments and employee global mindset development can lay a foundation for long-term strategic success with a now globally engaged institution.

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Global Leadership Communication: A Strategic Proposal

Cited by 10 publications

References 50 publications

Identifying competence characteristics for excellent communication professionals

Identifying competence characteristics for excellent communication professionals

Language ability and entrepreneurship education: Necessary skills for Europe’s start-ups?

Branching Out: Establishing A Global Communication Strategy for A Foreign Branch Campus

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