Wang and McLean (2007) defined “International HRD (also known, perhaps more appropriately, as cross-cultural HRD, transnational HRD, and global HRD is a field of study and practice that focuses on for-profit, not-for-profit, and /or governmental entities and individuals cooperating in some form across national borders” (p. 105).
Published in Chapter:
Developing Global Leaders: Utilizing the Intercultural Effectiveness Competencies Model
Pi-Chi Han (University of Missouri – St. Louis, USA)
Copyright: © 2012
|Pages: 14
DOI: 10.4018/978-1-4666-1812-1.ch009
Abstract
Although the need to develop global leaders with adequate intercultural competencies has become obvious (Morrison, 2000; Suutari, 2002), global leadership, as an emerging field, has not received a great deal of attention (Morrison, 2000). Literature of developing global leadership has been focused on partial evidence to generate simple universality with an American bias (Dickson, Hartog, & Mitchelson, 2003). This chapter attempts to propose an integrative Intercultural Effectiveness (ICE) model for Human Resource Development (HRD) professionals. The model evolves a theoretical conceptualization to link ICE and global leadership with the theory of transformative learning and the process of cross-cultural learning. It provides a series of process guidelines for HRD professionals in designing, developing, and conducting HRD programs for the development of global leadership.