Module Code: H7GLTM
Long Title Global Leadership and Talent Management
Title Global Leadership and Talent Management
Module Level: LEVEL 7
EQF Level: 6
EHEA Level: First Cycle
Credits: 10
Module Coordinator: FABIAN ARMENDARIZ- CORDOVA
Module Author: FABIAN ARMENDARIZ- CORDOVA
Departments: School of Business
Specifications of the qualifications and experience required of staff  
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Outline a number of different perspectives and models on leadership and leadership competencies and show their relevance in a global context.
LO2 Outline key models of cross-cultural theories, identifying the practical value of these in the context of global leadership.
LO3 Demonstrate awareness of cultural bias and knowledge of different cultural values across selected regions and their main implications on leadership behaviour and decision-making.
LO4 Investigate the role of effective intercultural communication strategies in areas such as influencing, negotiating, trust building, giving feedback and motivating.
LO5 Examine multiple strategies for developing global leadership talent and their practical application in a global context, as well as demonstrate own ability and effective strategies to build personal cultural intelligence and agility through self-reflection, teamwork, presentation skills and specific intercultural assignments.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Entry requirements  
 

Module Content & Assessment

Indicative Content
Leadership and Global Leadership
Fundamentals of leadership. Multidisciplinary roots of global leadership.
Emergent cross-cultural theory
Relevance for International Business. Overview of cross-cultural theories. The GLOBE project and Schwartz' value survey Cultural Intelligence and Agility Emergent perspectives on culture, divergence vs. convergence.
Global Leadership competencies and practice.
Global Teams. Regional contexts: Asia, Arab countries, Latin America. Authentic leadership across regions. Gender-specific styles across regions.
Cross-cultural communication.
Understanding cultural bias. Use of English as lingua franca, challenges and strategies. Context-specific communication strategies.
Global Leadership Development
Talent Management. Leadership Development Methods. Strategies for building global competencies. Expatriation and exposure to foreign cultures.
Assessment Breakdown%
Coursework100.00%

Assessments

Full Time

Coursework
Assessment Type: Case Study % of total: 40
Assessment Date: n/a Outcome addressed: 3,5
Non-Marked: No
Assessment Description:
Selected case studies are provided to the students who are expected to read, fully analyse and answer review (exam-like) questions, using their own choice of theoretical framework from the course content. Also, students are required to make that theoretical framework explicit in all their answers.
Assessment Type: Portfolio % of total: 30
Assessment Date: n/a Outcome addressed: 1,2,3,4
Non-Marked: No
Assessment Description:
Individual Learning Portfolio: A series of small assignments are given to the students that are intended to build their personal intercultural competencies. The assignments are structured around exercises and reflection questions to examine and, over time, develop the individual students’ cultural self- and other-awareness and communication strategies.
Assessment Type: Project % of total: 30
Assessment Date: n/a Outcome addressed: 3,4,5
Non-Marked: No
Assessment Description:
Group Project and Presentation: Students are required to form diverse groups (in as much this is possible) that reflect the intercultural focus of this module. Group formation and project topic will be approved by the lecturer. Student groups are expected to prepare and deliver a presentation, showing that they have researched their topic over and above the course materials and engaging in group discussion.
No End of Module Assessment
No Workplace Assessment
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.

NCIRL reserves the right to alter the nature and timings of assessment

 

Module Workload

Module Target Workload Hours 0 Hours
Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture No Description 3 Every Week 3.00
Tutorial No Description 1 Every Week 1.00
Independent Learning Time Time students will be using independently to collect and review course materials, conduct research, and study. 17 Every Week 17.00
Total Weekly Contact Hours 4.00
 

Module Resources

Recommended Book Resources
  • Mark E. Mendenhall, Joyce Osland, Allan Bird, Gary R. Oddou, Martha L Maznevski, Michael Stevens, G�nter K. Stahl. (2013), Global Leadership 2e: Research, Practice, and Development, Routledge, London, p.304, [ISBN: 9780415808866].
  • Gehrke B. and Claes M. T., Eds.. (2014), Global Leadership Practices: a cross-cultural management perspective, Palgrave Macmillan, Basingstoke, Hampshire, [ISBN: 9781137350008].
Recommended Article/Paper Resources
  • Gentry, W. A. and Sparks, T. E,. (2012), A convergence/divergence perspective of leadesrship competencies managers believe are most important for success in organizations: a cross-cultural multilevel analysis of 40 countries, Journal of Business and Psychology, 27 (1).
  • Meyer, E.. (2014), Navigating the cultural minefield, Harvard Business Review, 92 (5).
  • Fang, T.. (2012), Yin Yang: a new perspective on culture, Management and Organization Review, 8 (1).
  • Hong, H. J. and Doz, Y.. (2013), L'Oréal Masters Multiculturalism, Harvard Business Review, 91 (6).
  • Tuleja, E.. (2014), Developing cultural intelligence for global leadership through mindfulness, Journal of Teaching in International Business, 25 (1).
  • Caride, E.. (2014), Diversifying talent to suit the market, Harvard Business Review, 92 (9).
  • Paris, L. et al. (2009), Preferred leadership prototypes of male and female leaders in 27 countries, Journal of International Busieness Studies, 40.
  • Javidan, M. et al. (2006), In the eye of the beholder: cross-culrtural lessons in leadership from project GLOBE, Academy of Management Perspectives, 20 (1).
Other Resources
  • [Periodical], Harvard Business Review.
  • [Periodical], Journal of World Business.
  • [Periodical], International Journal of Human Resource Management.
  • [Periodical], The Financial Times.
  • [Periodical], The Economist.
  • [Video lectures/talks], TED, iTunes U. Unavailable.
  • [Data bases], OECD, European Statistics Office, Central Statistics Office (Ireland). Unavailable.
Discussion Note: