Chapter 11: Essential Competencies for Global Leaders
2nd Edition, Published 2026. Jennifer Brogee, editor. See Contributing Authors section for original authors. License: 
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Introduction
As global interdependence increases, the need for global leaders increases. To find or develop those global leaders, organizations must identify the competencies effective global leaders demonstrate. This chapter explores the personal competencies, behavioral skills, and cultural intelligence that distinguish successful global leaders from their peers.
Section 1: The Six Core Personal Competencies
Steers et al. (2024) synthesized multiple researchers' work to create a comprehensive list of personal competencies for global leaders (p. 34). These six foundational competencies form the bedrock upon which all other global leadership skills are built.
1. Inquisitiveness
Definition: A genuine curiosity about different peoples, cultures, and ways of thinking.
What it looks like in practice:
Asking thoughtful questions about cultural practices and beliefs
Seeking to understand before being understood
Approaching unfamiliar situations with an open mind rather than judgment
Demonstrating genuine interest in learning from people of different backgrounds
Reading widely about other cultures and global issues
Why it matters: Inquisitive leaders discover insights that others miss. They build deeper relationships because people feel valued when their perspectives are genuinely sought. This curiosity also prevents leaders from making assumptions based on limited cultural knowledge.
Development strategies:
Read international news from multiple sources
Watch documentaries about different cultures
Attend cultural events and ask questions
Interview people from different backgrounds about their experiences
Keep a learning journal about cultural observations
2. Inclusivity
Definition: The willingness to work with and genuinely listen to people from different cultural backgrounds.
What it looks like in practice:
Creating environments where diverse perspectives are valued
Ensuring team members feel psychologically safe contributing unique viewpoints
Actively seeking input from underrepresented voices
Adapting meeting formats to accommodate different communication styles
Celebrating diversity rather than merely tolerating it
Why it matters: Inclusive leaders create high-performing teams because all members feel they belong and can contribute. Research shows that inclusive teams are more innovative, make better decisions, and have higher employee engagement.
Development strategies:
Practice active listening without interrupting
Explicitly invite quieter team members to share
Learn about unconscious bias and work to counteract it
Create multiple channels for input (written, verbal, anonymous)
Regularly assess whether all voices are being heard
3. Emotional Maturity
Definition: The ability to display appropriate emotions based on situational and cultural context.
What it looks like in practice:
Managing frustration when facing cultural misunderstandings
Adapting emotional expression to different cultural norms
Maintaining composure under stress
Reading emotional cues from people of different cultures
Understanding that emotional appropriateness varies by culture
Why it matters: What's considered appropriate emotional expression varies dramatically across cultures. Leaders who can't regulate their emotions or adapt their expression to context will struggle to build trust and credibility internationally.
Key insight: In some cultures, showing emotion demonstrates authenticity and passion. In others, emotional restraint signals professionalism and respect. Emotionally mature leaders can navigate these differences.
Development strategies:
Practice mindfulness and self-awareness
Learn about emotional expression norms in different cultures
Seek feedback on your emotional intelligence
Develop stress management techniques
Work with a coach on emotional regulation
4. Integrity
Definition: Strong moral character and belief in universal ethical principles.
What it looks like in practice:
Maintaining core values across different cultural contexts
Being transparent about decision-making processes
Following through on commitments
Addressing ethical violations consistently
Building trust through reliable, honest behavior
Why it matters: Trust is the foundation of all effective leadership, but it's especially critical when working across cultures where verification is difficult and cultural differences can create misunderstandings. Leaders with integrity build trust that transcends cultural boundaries.
The ethical challenge: Global leaders must navigate varying ethical standards across cultures while maintaining core values. This requires discernment about which principles are universal and which are culturally relative.
Development strategies:
Clarify your core values explicitly
Study business ethics in different cultural contexts
Discuss ethical dilemmas with diverse colleagues
Establish clear ethical guidelines for your team
Model ethical behavior consistently
5. Resilience
Definition: The capacity to persevere through stress, adversity, and failure.
What it looks like in practice:
Bouncing back from setbacks quickly
Learning from failures rather than being defeated by them
Maintaining energy and focus despite challenges
Adapting when plans don't work out
Supporting others through difficult times
Why it matters: International work involves frequent setbacks, cultural missteps, and complex challenges. Leaders who can't recover from difficulties will struggle in the face of global complexity. Resilience enables leaders to persist and learn from challenges.
Research finding: Studies show that resilience is not an innate trait but a learned skill. Leaders can build resilience through experience, reflection, and support systems.
Development strategies:
Build strong support networks
Practice reframing setbacks as learning opportunities
Develop healthy coping mechanisms for stress
Set realistic expectations about international challenges
Reflect on past adversities you've overcome
6. Humility
Definition: Recognition of the value in others' contributions and openness to continuous learning.
What it looks like in practice:
Acknowledging limitations, especially regarding cultural knowledge
Actively seeking input from local experts
Giving credit to others publicly
Admitting mistakes openly
Demonstrating that learning never stops
Why it matters: Humble leaders acknowledge what they don't know and actively seek to learn from others. This is especially crucial in global contexts where no single person can understand all cultural nuances. Humility enables leaders to tap into the collective wisdom of their diverse teams.
The paradox: Research shows that humble leaders are actually seen as more competent and effective. Acknowledging limitations builds rather than undermines credibility.
Development strategies:
Regularly seek feedback from diverse sources
Publicly credit others' contributions
Share your learning journey with others
Ask questions rather than making statements
Surround yourself with people who challenge you
Self-Awareness: The Foundation
Steers et al. (2024) emphasized the need for global leaders to be self-aware regarding the attributes they offer to a job (p. 34). Self-awareness means understanding:
Your cultural values and biases
Your leadership strengths and weaknesses
How others perceive you
Your triggers and hot buttons
Your impact on different types of people
Critical insight: The self-awareness needed to build one's leadership identity often stems from early life experiences and "trigger events" that encourage leadership growth and development (Yeager & Callahan, 2016, p. 288). Likewise, early intercultural experiences influence the growth of a global mindset in individuals that contribute to their potential for global leadership (Javidan et al., 2021, pp. 1343, 1351).
Section 2: Competencies in Action
Markasović et al. (2024) reviewed publications over the last ten years to identify common competencies for global leaders (p. 50). They determined that researchers have mostly agreed regarding the competencies for global leadership (Markasović et al., 2024, p. 57).
Behavioral Extensions of Core Competencies
The competencies for effective global leaders that emerged from their analysis included a global mindset, emotional intelligence, high ethical standards and fairness, empowering individuals in the team, and caring for your team (Markasović et al., 2024, p. 57).
Their list overlaps with Steers et al. (2024) regarding emotional intelligence and high ethical standards. However, Markasović et al. (2024) extend personal competencies to behaviors by describing the competencies of empowering and caring for team members (p. 57).
From Traits to Behaviors
Empowering team members involves:
Delegating meaningful responsibilities
Providing autonomy and trust
Supporting team members' growth and development
Removing obstacles to their success
Celebrating their achievements
Caring for team members means:
Showing genuine concern for their wellbeing
Supporting work-life balance
Understanding personal circumstances
Providing resources and support
Creating psychologically safe environments
These behaviors may be consequences of demonstrating the competencies of humility and inclusivity, but they represent concrete actions that global leaders must take.
Section 3: Cultural Intelligence - The Meta-Competency
Understanding Cultural Intelligence
Paiuc (2021) reviewed publications related to global leadership over a five-year period and, using bibliometric analysis software, determined cultural intelligence to be the core competence of multinational leaders (p. 375).
Definition: Leaders with cultural intelligence effectively and efficiently work and build relationships with people in culturally diverse situations (Paiuc, 2021, p. 363).
Why Cultural Intelligence Matters
Cultural intelligence skills contributed to inclusive leadership, helping group members to see themselves as belonging to a group even while they maintain their uniqueness (Paiuc, 2021, p. 368). This balance between unity and diversity is essential for high-performing global teams.
The Four Dimensions of Cultural Intelligence
1. CQ Drive (Motivational CQ)
Interest and confidence in cross-cultural situations
Intrinsic motivation to learn about other cultures
Willingness to adapt to new cultural contexts
Enjoying multicultural experiences
2. CQ Knowledge (Cognitive CQ)
Understanding cultural systems and how they differ
Knowledge of economic, legal, and social systems
Understanding cultural values frameworks
Awareness of language and communication norms
3. CQ Strategy (Metacognitive CQ)
Planning and awareness during cross-cultural encounters
Checking assumptions before and during interactions
Adjusting mental maps based on experiences
Being mindful during intercultural interactions
4. CQ Action (Behavioral CQ)
Adapting verbal and non-verbal behavior appropriately
Modifying speech rate and accent
Adjusting communication directness
Adapting gestures and expressions
Building Your Cultural Intelligence
Practical steps to develop CQ:
For CQ Drive:
Seek out cross-cultural experiences
Reflect on positive intercultural interactions
Set goals for cultural learning
Celebrate cultural differences
For CQ Knowledge:
Study cultural dimensions and frameworks
Learn about specific cultures where you'll work
Read literature and watch films from other cultures
Take courses in intercultural communication
For CQ Strategy:
Plan ahead for cross-cultural encounters
Check your assumptions regularly
Ask clarifying questions
Debrief experiences afterward
For CQ Action:
Observe how locals behave
Practice adapting your communication style
Learn key phrases in other languages
Mirror appropriate behaviors
Section 4: Appropriateness in Multicultural Contexts
The Concept of Appropriateness
Cooper et al. (2007) chose to focus on appropriateness in their analysis of global leadership competencies, because of the challenges that multinational organizations face when facilitating good working relationships between diverse employees (p. 303).
Definition: Appropriateness means that a person has displayed behavior that fits the observer's understanding of behavioral norms (Cooper et al., 2007, p. 305).
Why Appropriateness Matters
People from diverse cultures might have a different understanding of behavioral norms, and culturally inappropriate behaviors can cause conflict (Cooper et al., 2007, p. 303). What seems perfectly normal in one culture may be offensive or confusing in another.
Examples of culturally variable behavioral norms:
Eye contact (respectful vs. disrespectful)
Personal space (comfortable distance varies)
Gift-giving protocols (expected vs. bribery)
Time orientation (punctuality expectations)
Directness (polite vs. rude communication)
Building Appropriateness
The concept of appropriateness aligns with Steers et al. (2024) definition of emotional maturity and inclusivity, when a leader demonstrates appropriate emotions based on context and a willingness to listen to and work with people from other cultures (p. 34).
Leadership responsibilities: Global leaders should not only display appropriate behavior, but they should also educate their employees about appropriateness (Cooper et al., 2007, p. 318). Cultural sensitivity training can increase levels of appropriateness and help build cultural intelligence (Cooper et al., 2007, p. 318).
Section 5: Downward Deference and Power Dynamics
Understanding Downward Deference
One of the most counterintuitive findings in global leadership research involves the practice of downward deference—leaders intentionally reducing social distance with subordinates and recognizing their own limitations.
Definition: When leaders recognize the limitations of their expertise, connections, and influence compared to their cross-cultural subordinates, and when they reduce the social distance between themselves and their subordinates, they demonstrate downward deference (Neeley & Reiche, 2022, p. 26).
Research Findings
Neeley and Reiche (2022) determined that leaders who intentionally seek to reduce social distance by submitting to the expertise of their lower-ranked subordinates receive more accolades for their work (p. 26).
Key finding: Leaders with "deep experience" in international contexts—defined as time spent abroad and multiple exposures to cultures quite different from their own—were more likely to engage in downward deference (Neeley & Reiche, 2022, p. 26).
What Downward Deference Looks Like
In practice, leaders demonstrate downward deference by:
Publicly acknowledging team members' superior local knowledge
Deferring to subordinates' expertise in cultural matters
Asking for guidance rather than imposing solutions
Crediting team members for their insights
Adapting headquarters' approaches based on local input
Reducing formality and hierarchy in interactions
Why It Works
Downward deference builds:
Trust: Team members feel valued and respected
Psychological safety: People feel comfortable sharing ideas
Local buy-in: Solutions reflect local realities
Better decisions: Leaders access critical local knowledge
Team cohesion: Reduces "us vs. them" dynamics
The Challenge
Practicing downward deference requires genuine humility and the security to acknowledge what you don't know. It can feel uncomfortable for leaders accustomed to being the expert. However, the research clearly shows it leads to better outcomes in international contexts.
Section 6: Measuring Global Leadership Potential
Knoll and Sternad (2021) developed a concept called global leadership potential that helps identify the personal characteristics and abilities individuals would need to become an effective global leader (p. 255).
What it measures: To measure global leadership potential, Knoll and Sternad (2021) looked for traits that indicate an openness to learn and to be able to generate value by listening to and bringing together a diverse group of people in a complex, multicultural environment (p. 255).
Components of Global Leadership Potential
Measuring an individual's global leadership potential relies upon identifying:
Global mindset strength (covered in Chapter 12)
Core leadership traits:
Integrity
Resilience
Learning orientation
Motivation to lead
Change orientation
Customer focus
Drive
Demonstrated competencies:
Ability to accomplish complex tasks
Relationship building capabilities
Managing ambiguity
Strategic thinking
The Definition
People with global leadership potential have characteristics and abilities that enable them to develop into global leaders who add value through managing people from a variety of backgrounds in a complex, ambiguous, multicultural, and geographically dispersed environment (Knoll & Sternad, 2021, p. 255).
What Differentiates Global Leadership Potential
While most of the characteristics could apply to any effective leader, the concept of the global mindset differentiates the abilities needed to demonstrate global leadership potential. The next chapter explores this critical concept in depth.
Integration: The Complete Picture
Through humility, openness, and self-awareness, global leaders demonstrate appropriate behavior in diverse cultural contexts, acknowledge their own limitations by deferring to the expertise of cross-cultural employees and partners when needed, and build inclusive teams that embrace both belonging and uniqueness.
Successful global leaders exhibit integrity and alignment with universal values while achieving the organization's goals within a context of task and relationship complexity.
Key Takeaways
Six core personal competencies form the foundation of global leadership: inquisitiveness, inclusivity, emotional maturity, integrity, resilience, and humility
Cultural intelligence is the meta-competency that enables all other global leadership skills
Appropriateness varies by culture and leaders must adapt their behavior while maintaining authenticity
Downward deference builds trust and effectiveness in cross-cultural leadership situations
Global leadership potential can be assessed through a combination of mindset, traits, and demonstrated competencies
Self-Assessment Exercise
Rate yourself honestly on each competency (1 = weak, 5 = strong):
Inquisitiveness: How curious am I about other cultures? ___
Inclusivity: How well do I include diverse perspectives? ___
Emotional Maturity: How effectively do I manage emotions cross-culturally? ___
Integrity: How consistently do I demonstrate ethical behavior? ___
Resilience: How well do I bounce back from setbacks? ___
Humility: How open am I about my limitations? ___
Cultural Intelligence: How effectively do I work across cultures? ___
Identify your top 2 strengths and your top 2 development areas. Create an action plan for improving your development areas.
References
Cooper, D., Doucet, L., & Pratt, M. (2007). Understanding 'appropriateness' in multicultural organizations. Journal of Organizational Behavior, 28(3), 303-325. https://doi.org/10.1002/job.440
Javidan, M., Waldman, D. A., & Wang, D. (2021). How life experiences and cultural context matter: A multilevel framework of global leader effectiveness. Journal of Management Studies, 58(5), 1331-1362. https://doi.org/10.1111/joms.12662
Knoll, C., & Sternad, D. (2021). Identifying global leadership potential. Journal of Management Development, 40(4), 253-272. https://doi.org/10.1108/JMD-05-2018-0158
Markasović, D., Podrug, N., & Fredotović, A. A. (2024). Global leading and competencies of global leaders. Our Economy / Nase Gospodarstvo, 70(1), 50-60. https://doi.org/10.2478/ngoe-2024-0005
Neeley, T., & Reiche, B. S. (2022). How global leaders gain power through downward deference and reduction of social distance. Academy of Management Journal, 65(1), 11-34. https://doi.org/10.5465/amj.2019.0531
Paiuc Dan. (2021). Cultural intelligence as a core competence of inclusive leadership. Management Dynamics in the Knowledge Economy, 9(3), 363-378. https://doi.org/10.2478/mdke-2021-0024
Steers, R. M., Osland, J. S., & Szkudlarek, B. (Eds.). (2024). Management across cultures: Challenges, strategies, and skills. Cambridge University Press.
Yeager, K. L., & Callahan, J. L. (2016). Learning to lead: Foundations of emerging leader identity development. Advances in Developing Human Resources, 18(3), 286-300. https://doi.org/10.1177/1523422316645510
Contributing Authors
Written by Jennifer Brogee, University of Northwestern Ohio. 2025.
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