How Global Leaders Develop: A Phenomenological Study of Global Leadership Development

Globalization has rapidly developed over the past 25 years to the point where it is a reality today. Organizations in this new global context must master geographic, cultural, and intellectual reach in the development of a global mindset as well as global skills. Global organizations face complexity in the dynamics of multiplicity, interdependence, ambiguity, and flux. These forces are driving an increased need for global leaders who possess new competencies that enable them to respond and lead effectively. For this study the researcher used Moustakas’s phenomenological research method to explore the lived experiences of global leaders identified by them as being important in their development as global leaders, as well as what and how the leaders learned from the described experiences. Conclusions from this study indicate that global leaders (a) develop through first-hand, cross-cultural and global leadership experience; (b) learn the importance and value of cultural sensitivity, relationships and networks, and curiosity or desire to learn as a result of their developmental experiences; (c) require a unique set of global leadership competencies to effectively fulfill their roles; (d) are driven by curiosity, openness, and a desire to learn; and (e) develop and learn intuitively, dynamically employing ad hoc learning approaches