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Developing transnational leaders: five paradoxes for success

机译：培养跨国领导者：成功的五个悖论

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Purpose - As consultants working with multinational organizations predominantly in Asia, Africa and the Middle East, the authors frequently find themselves working with clients to create strategies for building their talent pipeline and developing leaders at multiple managerial levels. The purpose of this article is to introduce a model and approach for developing transnational leaders that will serve as a basis for learning design going forward. Design/methodology/approach - The authors introduce the reader to five paradoxes: presenting a continuum for each dilemma; listing the key aspects of the dilemma; describing a situation in which this particular paradox has manifested itself; and posing a provocative question to stimulate thinking and dialogue to address the paradox. Findings - The five paradoxes leaders and managers in the twenty-first century need to consider to effectively manage for organization success are the: paradox of knowing (self and other); paradox of focus (individual and communal); paradox of communication (direct and indirect); paradox of action (doing and being); and the paradox of response (time focus: short and long-term). Practical implications - Leading transnationally is a continuing dilemma to be considered and managed. It requires a willingness to understand the system in which one is operating and requires adaptability and flexibility in response. Originality/value - Previous leadership development efforts have been primarily designed to offer competency based skills and tools. The authors instead propose that transnational leadership development needs to focus on paradox management, which will develop abilities to manage these dilemmas.
机译：目的-作为主要在亚洲，非洲和中东与跨国组织合作的顾问，作者经常发现自己与客户合作，以​​制定战略来建立人才管道并培养多层次的领导者。本文的目的是介绍一种培养跨国领导者的模型和方法，这些模型和方法将作为学习未来设计的基础。设计/方法论/方法-作者向读者介绍了五个悖论：提出每个难题的连续性；列出困境的关键方面；描述这种特殊悖论已经显现的情况；并提出挑衅性问题，以激发思考和对话以解决这一悖论。调查结果-在二十一世纪，领导者和管理者需要考虑的五个悖论是有效地管理组织成功，这是：认识悖论（自我和其他）；焦点悖论（个人和公共）；沟通悖论（直接和间接）；行动悖论（做和存在）；以及反应的悖论（时间重点：短期和长期）。实际意义-跨国领导是一个持续不断的困境，需要考虑和管理。它需要了解一个系统的运行意愿，并且需要适应性和灵活性来做出响应。原创性/价值-先前的领导力开发工作主要旨在提供基于能力的技能和工具。作者提出，跨国领导力发展需要集中于悖论管理，这将发展管理这些困境的能力。

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