Global leadership competencies: Cultural perceptions of leadership attributes and performance

Intense competition in global business environment demands international managers to equip themselves with capabilities and skills that align with the concept of global leadership. Global leadership, however, is still a relatively new concept with a diversified view of its definition and construct. Difference in cultural perceptions would be one of the several factors that prevent a unified way to define and capture global leadership's capabilities, performance and effectiveness. The current paper presents the results of an empirical study that demonstrate the discrepancy of leadership attributes and its performance between international leaders and their local staff. The study investigates the differences and similarities between the ratings of international managers and their local staff of the managers' leadership attributes and performance. The researcher believes that cultural differences play a significant role in the managers and staff perceptions toward leadership attributes and performance outcomes