Post on 14-Apr-2018
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
1/42
BERSIN & ASSOCIATES RESEARCH REPORT | V.1.0
Katherine Jones, Ph.D.,
Principal Analyst
Karen OLeonard,
Principal Analyst
Josh Bersin,
Principal Analyst
September 2012
Global Leadership:
Developing TomorrowsLeaders around the World
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
2/42
Global Leadership 2
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
The Bersin & AssociatesMembership Program
This document is part o the Bersin & Associates Research Library. Our research
is provided exclusively to organizational members o the Bersin & Associates
Research Program. Member organizations have access to the largest libraryo learning and talent management related research available. In addition,
members also receive a variety o products and services to enable talent-related
transormation within their organizations, including:
Research Access to an extensive selection o research reports, such as
methodologies, process models and rameworks, and comprehensive
industry studies and case studies;
Benchmarking These services cover a wide spectrum o HR and L&D
metrics, customized by industry and company size;
Tools Comprehensive tools or HR and L&D proessionals, including toolsor benchmarking, vendor and system selection, program design, program
implementation, change management and measurement;
Analyst Support Via telephone or email, our advisory services are
supported by expert industry analysts who conduct our research;
Strategic Advisory Services Expert support or custom-tailored projects;
Member Roundtables A place where you can connect with other peers
and industry leaders to discuss and learn about the latest industry trends and
best practices;
IMPACT Conference: The Business Of Talent Attendance at special
sessions o our annual, best-practices IMPACT conerence; and,
Workshops Bersin & Associates analysts and advisors conduct onsite
workshops on a wide range o topics to educate, inorm and inspire HR and
L&D proessionals and leaders.
For more inormation about our membership program, please visit us
at www.bersin.com/membership.
http://www.bersin.com/membershiphttp://www.bersin.com/membership7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
3/42
Global Leadership 3
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
TABLE OF CONTENTS
Introduction 4
Executive Summary 6
Global Leadership: The Challenge orEconomic Growth 8
Understanding Dierences in Leadership Styles 10
Four Primary Functions o a Leader 11
How Todays Leaders Dier by Country 14
Developing the Vision 14
Sharing the Goals 17
Gaining Support 19
Delivering Success 22
Learning to Lead 26
Developing Leadership Competencies 27
Understanding the Dierences 28
Conclusion: Investing or Global Agility 32
Appendix I: Research Methodology 36
How the Data Was Analyzed 38
Appendix II: Leadership Competencies 40
Appendix III: Table o Figures 41
About Us 42
About This Research 42
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
4/42
Global Leadership 4
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Introduction
With the recession starting to wane, organizations now cite improving
leadership bench strength1 as one o their most pressing issues and
the problem is now global. Companies in all industries (manuacturing,consumer products, technology, business services and others) are rapidly
expanding product and service strategies into emerging economies yet
they do not always know how to build the right leadership in
these geographies.
An executive at a large Canadian bank explained the issue.
Our biggest business opportunities are in South
America and Europe, yet all our executives are
Canadian. How can we develop the right leaders to
grow in these geographies?
When business and HR leaders address this challenge, they nd several
daunting problems. Our research set out to help organizations meet
these challenges by ocusing on the ollowing key questions.
Dogeneralleadershipstylesvaryfromcountrytocountry?Ifso,in
whatways?
Ifcorporationsseekleaderswithspecicstrengths,wherearethey
likelytolocatethem?
Whataretheimplicationsforleadershipdevelopmentprogramsfora
globalworkforce?
Here, we investigate some o the leadership styles that typically refect
the ways in which leaders in dierent countries approach the world
o work.
To answer these questions, we analyzed assessment data rom executives,
midlevel and rst-level managers in 10 countries. Each country was
selected based on the size o its economy and the availability o data,ensuring that we had an adequate sample rom which to draw valid
conclusions. The assessment data was provided by SHL, a global leader
in managerial and occupational assessment, based on the companys
1 Bench strength reers to the capabilities and readiness o potential successors to
move into key proessional and leadership positions.
To understand dierences
in leadership styles,
our analysis included
assessment data rom
leaders in 10 countries.
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
5/42
Global Leadership 5
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
behavioral competencies or eective leadership. Our methodology,
along with the competencies evaluated, is described in more detail in the
appendices at the end o this report.
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
6/42
Global Leadership 6
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Executive Summary
One size does not t all in global leadership development. The skills sets
and competencies o leaders in dierent countries vary; those variations
have ramications or corporate leadership development andtalent strategies.
The demands on leadership are both transactional (ocused on
operations and execution) and transormational (ocused on inspiring
and setting direction). Competencies to address both sets o demands
are needed, yet they are not oten balanced in most individuals or across
leadership teams.
Our research uncovered the ollowing key takeaways, which are
explained in more depth throughout this report.
1. Leadership competencies vary by country. Our research shows that
leaders in some countries, such as India and China, are strong in
operational eectiveness and execution. These leaders are adept at
analyzing complex inormation and delivering results through careul
planning and organization. In other countries, such as Sweden,
Denmark and the Netherlands, leaders have a stronger visionary
and transormational style. These leaders are strategic thinkers, and
deliver results through innovation and persuasive communication.
As a result, a one-size-ts-all approach to leadership developmentwill not eectively meet all needs. Companies must understand these
dierences and target leadership programs to build a diverse set
o skills.
2. Leaders in global companies must respect their individual dierences.
For example, a U.S. manager, with a business-driver style ocused
on results, may rustrate a Chinese manager who is accustomed to a
more fexible, unstructured approach and who preers to build the
relationship beore committing to the task. In a global organization,
leaders must recognize their dierences and learn to work togetheror the ultimate good o the company.
3. Companies should also consider dierences in individual
competencies when positioning key talent. Highly skilled operational
managers are less likely to succeed in roles in which highly
transormational talent is needed and vice versa.
Leaders in Sweden,
Denmark and the
Netherlands are
stronger in strategic
thinking and persuasive
communication.
K EY PO INT
Due to dierences in
styles across countries,
a one-size-ts-all
approach to leadership
development will not
eectively meet all needs.
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
7/42
Global Leadership 7
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
4. Furthermore, companies ollowing an expatriate model to ll
leadership positions in their overseas operations should careully
review this strategy. Due in part to dierences in leadership style and
cultural awareness, the expatriate model is coming under increasing
scrutiny. Many companies now think it better to hire and develop the
skills o local leaders, rather than deploy expatriates with dierentstyles and cultural norms.
5. Finally, our ndings have implications or talent acquisition as
corporations evaluate what makes successul leaders and strive to
ensure a diversity o styles in their leadership teams. We recommend
that recruiters and hiring managers assess candidates or the right
skills sets to succeed in that particular environment.
A U.S. manager with a
business-driver style
may rustrate managersaccustomed to a more
fexible, unstructured
approach.
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
8/42
Global Leadership 8
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Global Leadership: The Challengeor Economic Growth
Todays leaders are under a microscope and ace a daunting set ocomplex business issues. With the current economic volatility, and the
speed o social and technological change, the challenges acing leaders
are greater than ever. The pressure is heightened by the worldwide
visibility o ailed leadership in the press and through social media. The
greatest business opportunities and also the greatest challenges are
global and demand leaders who can move the company orward in the
ace o these challenges. (See Figure 1).
Unortunately, todays leaders requently lack skills in global businessacumen, cultural awareness and understanding o new markets. They
are oten even less prepared to manage a diverse set o employees,
customers and partners around the globe.
When opening new operations, many companies deploy expatriates to
sta these positions. But the expatriate model is coming under increasing
scrutiny; while this strategy has in some cases been successul, in many it
has not. Many companies now think that it is better to hire and develop
the skills o local leaders, rather than deploy expatriates with dierent
styles and cultural norms.
For example, one global oods company we interviewed realized
the ailings o the expatriate model and changed its approach. The
2 Source: Delivering results: Growth and value in a volatile world,
PriceWaterhouseCoopers, 2012, http://www.pwc.com/gx/en/ceo-survey/index.jhtml .
Figure 1: Todays Talent Challenges
54percentofCEOssaytheirresearchanddevelopmenteffortswerehamperedbytalentshortages
45percentclaimtheymissedmarketopportunities
41percentattributebelow-targetperformancetotalentofinsufcientquality
Source: PriceWaterhouseCoopers, 2012.2
Many companies now
think it better to hire
and develop the skills o
local leaders, rather than
relocate expatriates who
have dierent styles and
cultural norms.
K EY PO INT
http://www.pwc.com/gx/en/ceo-survey/index.jhtmlhttp://www.pwc.com/gx/en/ceo-survey/index.jhtml7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
9/42
Global Leadership 9
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
companys goal is now to ll 80 percent o its management and
leadership positions overseas with native-born individuals, and develop
them with the necessary skills sets.
For these reasons, leadership development is once again on the ront
burner. In a renewed eort to build leadership capabilities, companiesare now investing more in leadership development than they have in
years.3 In the U.S., organizations increased their leadership development
investments by 14 percent this year. With this increased investment,
we estimate that U.S. companies will spend $13.6 billion on leadership
development in 2012.
Companies need to make sure that they are investing wisely. Leaders
dier in skills sets and styles, and any development solution must be
customized to accommodate these dierences. Our next section provides
an overview o leadership styles and the competencies we analyzed.
3 For more inormation, TalentTrends 2012: A Year of Guarded Optimism, Bersin &
Associates / Kim Lamoureux and Josh Bersin, July 2012. Available to research members at
www.bersin.com/library.
http://www.bersin.com/libraryhttp://www.bersin.com/library7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
10/42
Global Leadership 10
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Understanding Dierences inLeadership Styles
Leaders emerge in organizations regardless o job title. Leadersmay be managers, managers may be leaders but it is clear that the
competencies associated with management as opposed to leadership
can be very dierent.
One way to look at the dierences, as proposed by John Kotter, is
shown in Figure 2.4 This model denes management primarily in terms
o eective execution and operations. Leadership, in contrast, creates
the systems and processes, and changes them to take advantage o
opportunities and to avoid hazards.
4 Source: Force For Change: How Leadership Differs from Management, The Free
Press / John P. Kotter, 1990.5 Source: This chart is based on the work o John Kotter,
http://www.kotterinternational.co m/.
Figure 2: Kotters Dierences between Management and Leadership
Function Defnition Process Responsibility
Management
Makessystemsofpeopleandtechnologyworkwelldayafterday,weekafterweek,yearafteryear
Planningandbudgeting
Organizingandstafng
Controllingandproblem-solving
Takingcomplexsystemsofpeopleandtechnology,and
makingthemrepeatedlyrunefcientlyandeffectively
Leadership
Createsthesystemsthatmanagersmanage,andchangestheminfundamentalwaystotakeadvantageofopportunitiesandavoidhazards
Creatingvisionandstrategy
Communicatingandsettingdirection
Motivatingaction
Aligningpeople
Creatingsystemsthatmanagerscanmanage,andtransformingthemwhenneededtoallowforgrowth,evolution,opportunitiesandhazardavoidance
Source: Bersin & Associates, 2012.5
Keywords or managers
are control, organize
and plan. For leaders,
keywords are create,
inspire, motivate and
transorm.
K EY PO INT
http://www.kotterinternational.com/http://www.kotterinternational.com/7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
11/42
Global Leadership 11
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Clearly, a winning corporate strategy has to include both skills sets in its
leadership ranks in order to be successul. Balance is key lopsided skills
clusters do not lead to success. Kotter maps the results o too much and
too little o these yin-yang requirements, demonstrating that companies
with an overabundance o managers lose agility and cannot adapt
to changes, while an overabundance o innovative leaders can causeinstability and chaos. (See Figure 3.)
Four Primary Functions o a Leader
We used a similar model o competencies, developed and validated
by SHL, to study the dierences in leaders. The SHL model provides a
balanced view o both transactional and transormational competencies;
it distinguishes between leaders who inspire, promoting change
and business success (e.g., transormational) and those who excel at
operational management, maintaining a steady-state environment
6 Source: Force For Change: How Leadership Differs from Management, The Free
Press / John P. Kotter, 1990, http://www.kotterinternational.com/kotterprinciples/
management-vs-leadership.
Innovative, adaptive, energetic, but ifan organization is large it can be on
the edge of chaos.
The enterprise will soon go out of
business unless it is a monopoly.
Meets todays commitments to
stakeholders superbly while alsoadapting to make the enterprise
stronger for the future.
Solid company if it has high market
share, but bureaucratic and
controlling unable to adapt to a
changing environment.
High Competency
Leadership
Low Competency Management High Competency
Figure 3: The Results o Imbalance between Management and Leadership Skills
Source: John Kotter, 2012.6
Leaders who are
visionary, inspirational
and advocates o
change are strong
on transormational
competencies.
K EY PO INT
http://www.kotterinternational.com/kotterprinciples/management-vs-leadershiphttp://www.kotterinternational.com/kotterprinciples/management-vs-leadershiphttp://www.kotterinternational.com/kotterprinciples/management-vs-leadershiphttp://www.kotterinternational.com/kotterprinciples/management-vs-leadership7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
12/42
Global Leadership 12
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
detly (e.g., transactional). Both types o talent are necessary likely at
dierent times and in dierent locales. Some leaders are strong on both
traits; some are not. HR proessionals will need to ascertain the current
capabilities and potential o their leaders within their talent pipelines.
The grounds or comparison are the our main unctions o a leader:
Developingavision
Sharinggoals
Gainingsupport
Deliveringsuccess
Each unction is comprised o a transormational and a transactional
competency. (See Figure 4.) For example, to develop a vision,
transormational leaders rely on their creativity and strategic-thinkingcapabilities, whereas transactional managers analyze inormation and
apply their expertise. These are two extremes most leaders may have a
balance o these traits.
The next section reviews leadership capabilities in the 10 countries
researched (Australia, Belgium, China, Denmark, India, the Netherlands,
Norway, Sweden, the U.K and the U.S.) on each o these our unctions.
The our main unctions
o a leader are the ability
to develop a vision, share
goals, gain support and
deliver success.
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
13/42
Global Leadership 13
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Figure 4: Competency Model Factors or Management versus Leadership Focus
Competencies
LeadershipFunction
Defnition Management Focus(Transactional)
Leadership Focus(Transormational)
Developing theVision
Thisinvolvesthecriticalanalysisofthecurrentsituation,andthegenerationofideastomoveforward(Strategy).
Analyzing & Interpreting
Analyzingcomplexinformationandapplyingexpertise.
Creating &Conceptualizing
Producinginnovativeideasandthinkingstrategically.
Sharing the Goals
Thisinvolvespersuasivelycommunicatingthevisiontoothers,aswellaspersonallyadaptingtothechanges
thatthenewstrategybrings(Communication).
Adapting & Coping
Respondingandadaptingwelltochangeandpressure.
Interacting & Presenting
Communicatingwith,persuadingandinuencingothers.
Gaining Support
Thisinvolvesgainingotherpeoplessupportbymotivatingandempoweringthemtoimplementtheactionsneededtodeliverthestrategy(People).
Supporting &Co-operating
Supportingotherandworkingeffectivelywithpeople.
Leading & Deciding
Initiatingaction,givingdirectionandtakingresponsibility.
DeliveringSuccess
Thisinvolvesusingoperationalefciencyandcommercialacumento
effectivelyimplementthestrategy(Operations).
Organizing & Executing
Planning,workinginanorganizedmannerand
focusingondelivery.
Enterprising & Perorming
Focusingonresultsandonachievinggoals.
Source: SHL 2012
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
14/42
Global Leadership 14
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
How Todays Leaders Dier byCountry
Leaders display dierent styles or behavioral postures across the 10countries we studied. Here, we look at the dierences in transactional
and transormational styles among these leaders as refected by their
competency data.
We segment our analysis by the our leadership unctions discussed in the
previous section:
Developingavision
Sharinggoalstoachievethatvision
Gainingandmaintainingsupporttorealizethevision
Deliveringsuccess
To succeed in each one o these unctions, leadership teams require both
transormational and transactional capabilities.
Note that all comparisons are solely an indication o relative style
preerences across countries. Clearly, all leaders within a country do
not share the same style or exhibit the same behaviors. Our analysis
represents the average among all leaders studied in each country.
Developing the Vision
Developing a vision involves a critical analysis o the current situation
and generating ideas to move orward with a cogent strategy. For
a transactional leader, the ocus may be on careully analyzing data
and applying well-proven methods. For a transormational leader (the
visionary), the ocus may be on creativity and the innovative production
o ideas.In organizational growth, developing a vision is the rst stage. Leaders
need to analyze the acts and identiy areas with the greatest need or
change. They also need to establish a mission, develop an appealing and
convincing image o the uture, and outline the strategy by which it can
be achieved.
Visionary leaders have
stronger propensities in
creativity, innovation and
strategic thinking.
K EY PO INT
To be successul, a
leadership team requires
both transormational
and transactional
capabilities.
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
15/42
Global Leadership 15
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
True visionaries excel at creating the ideas and concepts that move
the organization orward. Visionary leaders tend to have stronger
propensities in creativity, innovation and strategic thinking. These
leaders excel in developing a vision or the organization, while critically
evaluating the acts, as well as or creating the ideas and concepts that
move the organization orward. They are at their best in roles in whichthe strategy requires a undamental change and out-o-the-box thinking
Running a successul global company requires solid in-the-box
thinking and planning, as well. Analyzing and correctly interpreting
acts on which to make decisions (a tendency among leaders thought
o as conservators) is clearly a critical part o business execution.
Transactional or operational excellence may, but oten does not, reside in
the same leader as transormational excellence. In this case, it is important
to have both visionaries and conservators on the leadership team.
We reviewed how the executives, midlevel and rst-level managers
assessed in the 10 countries compare, on average, in their approaches to
developing their corporate visions. (See Figure 5.)
Figure 5: Developing the Vision
Source: : Bersin & Associates, 2012; data source: SHL, 2012
Leadership Function:
Developing the Vision
Key Competencies:Analyzing & Interpreting
Creating & Conceptualizing
Key Style Differences:Visionary vs. Conservator
Analyzing complex information and
applying expertise.
Producing innovative ideas and thinking strategically.
Visionaries focus on new concepts, ideas and
where the organization could be.
Conservators focus on pragmatism and
what already works.
VisionaryConservator
Norway Sweden Denmark U.S. Australia India China U.K. Netherlands Belgium
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
16/42
Global Leadership 16
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
The ndings reveal dierences in how managers and executives develop
a vision or the organization. Extrapolated rom their assessments, the
range includes leaders who are more pragmatic (conservators) and
leaders who are prone to new ideas and possibilities (visionaries).
(See Figure 6.)
A pragmatic or conservator approach to developing a vision appears
to dominate in the Nordic regions. Leaders in Norway, Sweden and
Denmark are more likely to thrive in environments in which they can
continue to use well-proven methods to move the organization orward.
These leaders are most comortable in resolving practical problems andmaintaining the status quo.
A visionary style is best demonstrated by leaders rom the Netherlands
and Belgium. These leaders excel in developing a vision or the
organization by critically evaluating the acts, and creating the ideas and
concepts. They are at their best in roles in which the strategy requires a
undamental change and out-o-the-box thinking.
One example is Layar, a Dutch provider o augmented reality technology.
Layar has been at the oreront o this technology, which provides
smartphone users with an array o inormation on their mobile screens
such as the location o the nearest metro station or the most deserted
7 Note that these terms, while making sense or an individual, can only partially
portray the leadership tendencies or an entire nation. Figure 5 shows averages across the
broad range o leadership styles and should not be the basis or assumptions about any
given individual.
A visionary style is best
demonstrated by leaders
rom the Netherlands
and Belgium.
K EY PO INT
Figure 6: Denitions Developing the Vision7
Leadership Style Defnition
Conservator
Conservatorsthriveinenvironmentswheretheycancontinuetousewell-provenmethodsanddiscourageincompatibleideas.Theyarelessinclinedtowardqualitativeanalysis,andtypicallyapplyestablishedmethodsandwaysofworkingtoresolvepracticalproblemsandmaintainthestatusquo.
Visionary
Visionariesexcelindevelopingavisionfortheorganizationwhilecriticallyevaluatingthefacts,andcreatingtheideasandconceptsthatmovetheorganizationforward.However,incertaincontexts,theymaybeinclinedtooveranalyzeasituationandtooverlookpositiveaspectsofthestatusquo.
Source: SHL 2012
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
17/42
Global Leadership 17
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
beach. The companys CEO saw an opportunity to make augmented
reality part o every lie long beore most people could even grasp the
concept. Through this visionary leadership, Layar is now poised to crack
open this emerging technology market and has been named to CNBC
Magazines list o Europes 25 Most Creative Companies.8
Leaders in other countries (the U.S., Australia, India, China and the
U.K.) exhibit a airly balanced mix o styles. Their preerences may lean
toward a fexible approach to problem-solving, and a level o comort
alternating between new and more tried-and-tested approaches.
Sharing the Goals
Leaders need to communicate their visions and goals. In doing so, they
adapt their interpersonal style to persuade and infuence others to acceptand internalize those goals. Leaders also need to respond positively to
changes in organizational mission and cope eectively with the increased
pressure resulting rom change. The transactional manager is likely to be
more agile at dealing with change and responding to pressure, while the
transormational leader is more adept at communicating, persuading and
infuencing others.
In our study, leaders in Denmark, Sweden and the Netherlands
demonstrate the competencies that help them to inspire others to share
the organizations vision and goals. These leaders, reerred to as changeambassadors, are at their best in high-prole roles in which they need
to infuence key stakeholders (see Figures 7 and 8).
One ormer American executive, the late Steve Jobs, is an example o
an inspirational change ambassador. Jobs had the git o being able
to inspire his employees to accomplish incredible goals. He created an
abiding passion in Apple employees to create ground-breaking products
and a belie that they could accomplish what seemed impossible. One
engineer recounted a story o working on a new development project.
The team expected to take weeks to have a prototype ready, but Jobschallenged them to complete it in one week a seemingly impossible
task. Miraculously, the team pulled o the eat. The employee explained
8 Source: Europes 25 Most Creative Companies, July 2010,
http://www.cnbcmagazine.com/story/europeas-25-most-creative-companies/1182/2/.
More leaders in India
and the U.S. t the
adjuster style positive
about change, but less
outwardly passionateabout it.
K EY PO INT
http://www.cnbcmagazine.com/story/europeas-25-most-creative-companies/1182/2/http://www.cnbcmagazine.com/story/europeas-25-most-creative-companies/1182/2/7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
18/42
Global Leadership 18
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
that somehow, when Jobs said it could be done, they believed they could
do it.9
Adjusters are positive about change as well, but may be less outwardly
passionate about it. A greater number o leaders in India and the U.S. t
this style, in which individuals behavioral postures may tend to be moresocially reserved. These leaders ocus on the positive aspects o the vision
and strategy, and respond well to challenges.
9 Source: Steve Jobs, Walter Isaacson / Simon & Schuster, 2011.
Figure 7: Sharing the Goals
Source: : Bersin & Associates, 2012; data source: SHL, 2012
Leadership Function:
Sharing the Goals
Key Competencies:Adapting & Coping
Interacting & Presenting
Key Style Differences:Change Ambassador vs. Adjuster
Responding and adapting well to
change and pressure.
Communicating with, persuading
and influencing others.
Ambassadors emphasize socializing decisions,
goals and the vision.
Adjusters are less focused on persuading others to
buy-in to decisions and goals.
Change Ambassador
Adjuster
India U.S. Belgium Australia China U.K. Norway Netherlands Sweden Denmark
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
19/42
Global Leadership 19
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Gaining Support
Leaders need to gain other peoples support in achieving organizational
goals motivating others and empowering them to take ownership
o the actions needed to achieve the required objectives. This means
taking decisive action and accepting responsibility a transormational
competency. It also requires supporting others and working eectively
with people a transactional competency.
In gaining support, one leadership style is that o the individualist.
These leaders are more strongly ocused on the task-related than thepeople-related aspects o the job. Individualists are open in expressing
their own opinions and may adopt an independent advisory role within
the group. In this study, more leaders in India and the U.S. t this
individualist style.
People leaders, in contrast, are more oriented toward listening to and
motivating others. Their people-oriented approach, combined with their
natural tendency to take responsibility, enables them to build trust and
empower others to achieve their goals.
Leaders in Sweden, Norway, the Netherlands and Denmark tend toward
the people-leader style. Indeed, as countries with strong egalitarian
values, decisions are oten made by consensus across teams. As evidence o
their people orientation, Swedish executives generally do not dress more
Leaders in Sweden,
Norway, the Netherlands
and Denmark tend
toward a people-leader
style.
K EY PO INT
Figure 8: Denitions Sharing the Goals
Leadership Style Defnition
ChangeAmbassador
ChangeAmbassadorsinspireotherstosharetheorganizationsnewvisionandgoals.Theyrelatetoothersinacondentandrelaxedmanner,enjoypublicspeakingandnetworkeffectively.ChangeAmbassadorsourishonpressureandchange,projectingcondenceandprovidingreassurancetoothers.However,theymayunderestimatethepersonalchallengesexperiencedbyothersinadaptingtochange.
Adjustor
Adjustersfocusonthepositiveaspectsofthenewvisionandstrategy,andrespondwelltothechallengesitbrings.However,beingprivateandsociallyreserved,theymaynoteffectivelysharetheirpositiveoutlookandmissopportunitiestopersuadeandinuenceothers.Theyprefernottobethecenterofattentionandmaydislikepublicspeaking.
Source: SHL 2012
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
20/42
Global Leadership 20
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
elaborately than average employees10 and their pay is not so infated, as
compared with the employee base (as compared with other countries, such
as the U.S. and the U.K.).11 Consequently, these leaders are able to build
trust and support among the workorce. (See Figures 9 and 10.)
10 Source:http://www.kwintessential.co.uk/resources/global-etiquette/sweden.html.11 Source: Sweden, where CEOs come cheap and still deliver, Reuters /
Niklas Pollard, June 14, 2012, http://www.reuters.com/article/2012/06/14/
us-sweden-executives-salaries-idUSBRE85D0R920120614.
Figure 9: Gaining Support
Source: : Bersin & Associates, 2012; data source: SHL, 2012
Leadership Function:
Gaining Support
Key Competencies:Supporting & Cooperating
Leading & Deciding
Key Style Differences:People Leader vs. Individualist
Supporting others and working
effectively with people.
Initiating action, giving direction
and taking responsibility.
People leaders are oriented toward listening to
others, building trust and empowering
others to achieve goals.
Individualists have a stronger task focus
and express their opinions freely.
People LeaderIndividualist
SwedenDenmarkIndia U.S. AustraliaU.K. Belgium China Netherlands Norway
http://www.kwintessential.co.uk/resources/global-etiquette/sweden.htmlhttp://www.kwintessential.co.uk/resources/global-etiquette/sweden.htmlhttp://www.reuters.com/article/2012/06/14/us-sweden-executives-salaries-idUSBRE85D0R920120614http://www.reuters.com/article/2012/06/14/us-sweden-executives-salaries-idUSBRE85D0R920120614http://www.reuters.com/article/2012/06/14/us-sweden-executives-salaries-idUSBRE85D0R920120614http://www.reuters.com/article/2012/06/14/us-sweden-executives-salaries-idUSBRE85D0R920120614http://www.kwintessential.co.uk/resources/global-etiquette/sweden.html7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
21/42
Global Leadership 21
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
The ollowing case in point describes how Danish manuacturer Grundos
exemplies a people-approach to leadership.
Case in Point: A People Orientation atGrundos
Grundos is a global leader in advanced pump solutions and
water technology. Founded more than 60 years ago, Grundos
does business in dozens o countries around the world. Itscontinuous growth (revenues grew almost 10 percent last year
despite the recession) has been ueled by strong company
values sustainability, open and trustworthy, ocused on people,
independent, partnership, and relentlessly ambitious. These
qualities come rom the Nordic culture o global growth and long-
term sustainability.
The companys talent engine, the name o its talent
management approach, ocuses on growing people at all levels.
One talent initiative launched recently involves creating newstandards or Grundos leadership. The initiative was kicked o
with a co-creation workshop, or which 40 leaders rom around
the world were invited to share their thoughts, inspiration and
practices rom diverse vantage points in the organization. The
purpose o the initiative is to bring leadership in Grundos to
Figure 10: Denitions Gaining Support
Leadership Style Defnition
People Leader
Peopleleaderslistentootherpeoplesviewsandareastuteatjudginghowbesttomotivateandempowerothers.Theynaturallyprefertotakecontrol,initiateactionandexerciseleadership.Theirpeople-focusedapproach,combinedwithareadyacceptanceofresponsibility,helpsthemgainotherpeoplestrust.Theymaynditdifcult,however,tomaketoughdecisionswhichhaveanegativeimpactonothers.
Individualist
Individualistsaremorestronglyfocusedontask-relatedthanonpeople-relatedaspectsofthejob.Theyprefernottoengagewiththepersonalconcernsofothersandtendnottoactinadirectivemanner.Theyareopentoexpressingtheirownopinionsandmayseektotakeanindependentadvisoryrolewithinthegroup.
Source: SHL 2012
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
22/42
Global Leadership 22
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
another level, supporting the companys high ambitions or the
uture, and its ability to attract and develop great people.e
Delivering Success
Results matter. Identiying individuals who can actually deliver success
is an important aspect o leadership development and succession
planning. The eective implementation o strategy requires both solid
organizational and operational skills (transactional capabilities),
as well as a keen ocus on results and achievement
(transormational capabilities).
One leadership style or delivering success is that o the idealist. Theseleaders preer to address issues fexibly and may be uncomortable with
a more structured approach. Idealists are less driven by the need or
personal recognition and competition. Their steady pace and fexible
styles allow them to deliver solid results.
A greater number o leaders in China and the Netherlands t with the
idealist style. With a ocus on steady improvement, this style can prove
successul in running a mature business.
As an example, Chinese personal computer manuacturer Lenovo
improved its operations dramatically through system improvements and
better supply-chain management. When Lenovo took over the business
rom IBM, only 60 percent o orders were delivered on time. Through an
updated management system, which allows employees to see the progress
o orders as they go through the actory lines and shipping, that number
now reaches as high as 90 percent. The new inrastructure also helped to
cut logistics and overhead costs by 50 percent since the acquisition.12
Another style o leadership in delivering success is known as the
business driver. These leaders have a greater ocus on achieving their
objectives and on career advancement. They identiy and act on new
opportunities by working energetically in a systematic and organized
12 Source: How Lenovo Pulled the Plug on IBMs Legacy, Joel
Schectman, August 7, 2012, http://blogs.wsj.com/cio/2012/08/07/
how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_blog.
Case in Point: A People Orientation at Grundfos (contd)
Leaders with an idealist
style preer to address
issues fexibly and may
be uncomortable
with a more structured
approach.
K EY PO INT
http://blogs.wsj.com/cio/2012/08/07/how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_bloghttp://blogs.wsj.com/cio/2012/08/07/how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_bloghttp://blogs.wsj.com/cio/2012/08/07/how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_bloghttp://blogs.wsj.com/cio/2012/08/07/how-lenovo-pulled-the-plug-on-ibm%E2%80%99s-legacy/?mod=google_news_blog7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
23/42
Global Leadership 23
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
manner. They are generally respected or running the operation
smoothly and eciently.
Figure 11: Delivering Success
Source: : Bersin & Associates, 2012; data source: SHL, 2012
Leadership Function:
Delivering Success
Key Competencies:Organizing & Executing
Enterprising & Performing
Key Style Differences:Business Driver vs. Idealist
Planning, working in an organized manner
and focusing on delivery.
Focusing on results and on achieving goals.
Business drivers focus on results, achieving
goals and career advancement.
Idealists focus on f lexibility and approaching
tasks at a steady pace.
Business DriverIdealist
Norway U.S. IndiaDenmark SwedenU.K.AustraliaBelgiumChinaNetherlands
Figure 12: Denitions Delivering Success
Leadership Style Defnition
Idealist
Idealistsprefertoaddressissuesexibly.Theyderivesatisfactionfromapplyingsteadyefforttothetaskathandandmayndituncomfortableandconstrainingtoadoptamorestructuredapproach.Theyarelessdrivenbycompetition,orbytheneedforpersonalrecognition,which
meanstheymayfailtocapitalizeonpotentialcommercialopportunities.However,theirsteadypaceandexiblestyleprovidesacounterbalancetomoreintenseapproaches.
Business Driver
Businessdriversfocusonresults,achievementofpersonalworkgoalsandcareeradvancement.Thismayalsomeanthattheyshowastronginterestinbusiness,commerceandnance.Theyidentifyandactuponnewopportunitiesbyworkingenergeticallyinasystematicandorganizedmanner.Whiletheymaysometimesbecomepreoccupiedwithdetail,theyaregenerallyrespectedforrunningtheorganizationsmoothlyandefciently.
Source: SHL 2012
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
24/42
Global Leadership 24
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
One potential drawback o the business-driver style is that the quest or
achievement may lead to a ocus on short-term results and overshadow
the long-term needs o the corporation. A study by Harvard Business
School showed that companies which were ocused on short-term results
had more volatile stock returns and were riskier investments.13 American
business leaders have long been criticized or this tendency, which somesay helped to plunge the U.S. into its recent nancial meltdown. Certain
industries tend to have dierent styles, with banking, business services
and electronics tending to a shorter-term ocus, while pharmaceuticals,
retail and beverage manuacturers ocusing more on the long term.
As long as uture needs are not sacriced or short-term gains, a results-
oriented approach is a positive aspect o leadership and, indeed, is
necessary to deliver success. As demonstrated in the next case in point,
Seagate is one company that has achieved success with a ocus on results
and execution. The company is now supplementing that style with
greater fexibility and ocus on teamwork, blending both transactional
and transormational competencies.
Case in Point: Seagate Fosters a High-Perormance Culture
With operations in more than 30 countries, Seagate is a leading
provider o hard drives and data-storage technologies. For years,
the company has been run with a high-perormance culture
ocusing all employees on commitment and execution. Seagate
pioneered the use o an integrated goal and development
process, and was an early user o HR talent management
sotware. Each year, more than 95 percent o its employees dene
their goals and create individual development plans. These goals
are aligned all the way up to the CEO creating a tremendous
amount o visibility and accountability.
Goals are reset each year, and employees continuously ocus
on their achievement within a culture o perormance and
accountability. This type o leadership and management structure
13 Source: The High Risks o Short-term Management, Harvard Business School / Sean
Silverthorne, April 11, 2012, http://hbswk.hbs.edu/item/6965.html.
http://hbswk.hbs.edu/item/6965.htmlhttp://hbswk.hbs.edu/item/6965.html7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
25/42
Global Leadership 25
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
refects a style o ast growth, high perormance and
disciplined execution.
Recognizing signicant changes in the industry, Seagate is
currently undergoing a cultural transormation supplementingits ocus on rigorous execution and engineering discipline with
more fexibility in decision-making and an emphasis on teamwork.
As part o this eort, Seagate has revised its key competencies,
and is conducting workshops or directors and senior leaders.
During the workshops, leaders discuss the current culture and the
desired state. In addition, leaders complete an assessment that
reveals how their individual style is aligned to the desired culture.
Leaders then learn 10 leadership tools or promoting a more
teamwork-oriented culture.
Beore completing the workshop, participants create development
plans and commitment orms, and are held accountable or their
completion. More in-depth sessions are oered throughout the
year to reinorce development and sustain the change in culture.
Seagates ability to reshape its leadership style and culture in
response to environmental infuences is one key to its continued
success in a hypercompetitive market. e
Case in Point: Seagate Fosters a High-Performance Culture (contd)
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
26/42
Global Leadership 26
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Learning to Lead
As demonstrated in the preceding sections, leaders in the 10 countries
studied exhibit dierent preerences relating to the transormational and
transactional competencies. Transormational leaders think strategically,generating innovative ideas. They are adept at communicating and
infuencing others to ollow their vision. They gain support by taking
decisive action and providing direction, and achieve their goals by
ocusing on results. In short, these leaders transorm their organizations
through innovation, drive and persuasive communication.
One Danish company, AP Moller-Maersk, is an example o an
organization with a fair or transormational leadership. Founded
in 1904, Maersk is one o the worlds most successul transportation,
energy, manuacturing and retail companies. One key to Maersks long-term sustainability is through its leadership. Leaders are selected and
evaluated using assessments, and then developed over many years.
Rotational assignments throughout the various businesses help leaders
to gain a global understanding o the marketplace. People development,
innovation, growth and perormance are highly valued at Maersk, and
have become part o the corporate culture. These values refect the
companys ocus on transormational leadership and long-term success.
At the other end o the spectrum, transactional leaders typically have
a strong ocus on operational eectiveness and execution. They areadept at analyzing complex inormation and applying their expertise
to develop a strategy. They deliver results through careul planning,
organization and a ocus on delivery.
One example is Indias Reliance Industries, which has achieved impressive
results through its commitment to operational excellence. Within a short
span o just more than three decades, Reliance Industries has emerged
as Indias rst private company to break into the FORTUNE Global 500
list. To achieve its signicant growth, Reliance ocuses heavily on both
innovative leadership and technical execution. The company relies on theSix Sigma14 business strategy, encouraging managers at all levels to ocus
14 Six Sigma is a rigorous, ocused, high-impact process that uses proven quality
principles and techniques to reduce process variance. For more inormation on Six Sigma,
please visit http://www.isixsigma.com, which oers articles and easy-to-read examples o
how to apply Six Sigma to any business process.
http://www.isixsigma.com/http://www.isixsigma.com/7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
27/42
Global Leadership 27
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
on quality and operational excellence. The leaderships continuous ocus
on results, without compromising operational eciency, has created a
$66 billion company and Indias largest private sector employer.
Developing Leadership CompetenciesWhen looking at the dierences in leaders behaviors, many people ask,
Canleaderschangetheirstyles?Theshortansweris,Yes,toacertain
extent. An individuals main tendencies (or behavioral posture) are likely
to stay airly constant and are typically the allback position when under
stress. But leaders can modiy behaviors over time.
Understanding the makeup and potential o a leader helps organizations
to identiy where development is needed and the extent o that
development. Whether leaders respond to the learning interventiondepends on how motivated individual leaders are to achieve their career
goals and the degree o change required.
Too many global companies try to roll out a standard development
initiative around the world, not taking into account the dierences in
styles and skills sets across leaders. While some common components,
such as organizational values and corporate mission, may apply around
the globe, others will need to be customized at the local level.
Once the necessary skills are dened, developing them is, o course,
the next challenge. As described in the ollowing case in point, Mars
pinpointed specic development needs among its Asian management
teams and then created an initiative to build these capabilities.
Case in Point: Mars Creates Asia LeadershipForum
Mars is one o the worlds leading ood manuacturers, with
70,000 associates in more than 65 countries. Over the past ve
years, the company has increased its investment in leadership
development to strengthen its talent across regional operations.
Since Asia is a key growth market, one o Mars initiatives is to
build a strong talent pipeline across this region.
Mars initiative has
helped to build stronger
capabilities among its
Asian management
teams.
K EY PO INT
When looking at the
dierences in leaders
behaviors, many people
ask, Can leaders change
theirstyles?
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
28/42
Global Leadership 28
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
To this end, Mars launched its Asia Leadership Forum, a series
o development experiences, learning events and networking
opportunities or management teams in China, Japan, Korea,
India, Thailand, Hong Kong, Taiwan and Southeast Asia. The
initiative was designed to build stronger ties across countries,
uncover the major challenges acing each market and provide
inspiration to drive a new set o behaviors around how to win in
the region.
The rst session, held in Hong Kong, ocused almost entirely on
uncovering the business opportunities in each market by building
skills in breakthrough thinking. The second session concentrated
on networking to strengthen personal ties across the region.
Through a network analysis, it became clear that the ties across
the region were weak, with inormation fowing through only
a ew key individuals. Mars leaders were not using the diversity
o knowledge within the region in the most eective manner.
The goal o the networking event was to build a strong sense o
community and to share practices across the region.
In the nal part o the program, each countrys team presented a
story o growth and opportunity to some o Mars highest-ranking
executives. The goal o these sessions was to create greater
visibility and understanding o the value o increased investment
in the region.
As a result o the initiative, Mars now has a better understanding
o the business needs and growth opportunities in the region.
In addition, leaders have a greater sense o condence around
their capabilities and in the support rom top management or
their uture direction. The initiative has helped to build stronger
networks o leaders who have a shared ownership in the journey.e
Understanding the Dierences
Beore designing a development solution, organizations need to assess
leaders to understand their current strengths and gaps. We would also
advise HR leaders to develop an understanding o dierent countries
and cultures, which will aid them in designing eective solutions. Our
Case in Point: Mars Creates Asia Leadership Forum (contd)
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
29/42
Global Leadership 29
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
years o research in global organizations lend some insights into why
leadership styles vary rom one country to another.
Culture and History
Native-born leaders have been immersed in the history and culture o
their homeland their entire lives. They learn values and see behaviors
rom their parents, teachers, political leaders and riends. They are
taught to value certain people and behaviors because these are adopted
among the entire culture.
The U.S., or example, is a country built on rugged individualism. Many
o the amilies here grew rom immigrants who came to the U.S. or
its reedom and equal opportunity. The principles o lie, liberty and
the pursuit o happiness lead to values o independence, drive andcompetition. Moreover, many Americans think o the U.S. rst, because
the nation is young and considers itsel an exceptional country among
others. These values lead to the individualist and business-driver styles
explored in the preceding section. (See Figures 9 and 10.)
In Nordic countries, by contrast, children are taught the value o the
collective good and the governments play a role in making sure
that people o all economic means are taken care o and supported.
These countries are much older and their economies grew through
globalizationthousandsofyearsago.Youngpeoplelearnaboutglobalism, the collective good and the importance o the organization
over the individual at an early age. These values are refected in the
people-leader style described earlier. (See Figures 9 and 10.)
On the other side o the globe, the Chinese have a long history o
Conucianism and ocus on generational roles.15 The country is shiting
rom being dominated by the state to accelerating levels o individual
reedom. This transormation has given rise to an increasing culture o
entrepreneurship and hard work. With their long history, many Chinese
people take a long-term view o organizational change, which is seen intheir tendency toward an idealist style. (See Figures 11 and 12.)
15 Source: Into China: Talent Management Essentials in a Land of Paradox, PageUp
People Research / Sylvia Vorhauser-Smith, March 2012.
With principles grounded
in lie, liberty and the
pursuit o happiness,
many U.S. leaders tend
toward the individualist
and business-driver styles.
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
30/42
Global Leadership 30
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Political Conditions
The role o a government, and its view o commerce and international
business aect leadership styles in dierent locales. Consider the degree
o control, or example, the Chinese Communist Party maintains over
all aspects o business and media. Chinas governmental practices can
conuse and rustrate business people rom countries with very dierent
ideologies and practices. This has caused some corporations to reconsider
doing business there.16
Maturity and Size o the Corporations
Leadership qualities vary by organizational size and maturity. Founder-
run companies are oten started by a charismatic leader, someone who
is entrepreneurial and innovative. As companies grow and mature, they
oten become more operational. Facing quarterly nancial reports and
being accountable to shareholders, they become increasingly concerned
with maintaining a steady state. However, as companies grow, the
competencies that support clear communication and gaining support also
grow in importance.
Particularly in high-growth markets such as Asia, leaders may need to
take on more responsibility relatively early in their careers. With most
organizations still on a growth track, these leaders will have to learn
key skills in a rapidly changing environment. This includes the maturity
to appreciate what a leader is, manage role transitions, and understand
business strategy and operations. Todays comprehensive leadership
development solutions must include areas that enable leaders to mature
aster with a deeper and more structured ocus than traditional
leadership programs.17
Industry Variances
Conservative companies are likely to breed conservative, operational
behavior, especially in industries in which risk mitigation is highly prized.
For example, scal responsibility and regulations impact governmental
16 Source: Into China: Talent Management Essentials in a Land of Paradox, PageUp
People Research / Sylvia Vorhauser-Smith, March 2012.17 Source: Emerging Leadership Trends in India, Harvard Business Publishing, 2011.
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
31/42
Global Leadership 31
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
agencies and healthcare organizations. They are less likely, thereore,
to reward highly innovative, risk-taking leaders. Technology companies,
such as Apple and Google, on the other hand, go out o their way to
oster creative, innovative behavior.
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
32/42
Global Leadership 32
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Conclusion: Investing or GlobalAgility
Global expansion is one actor ueling additional spending on leadershipdevelopment. Most large businesses are opening up new markets,
requiring leaders with entrepreneurial skills, as well as with knowledge
o local customs. In addition, with operations spreading around the
globe, leaders now need to manage across geographic boundaries.
Employers thus need to create virtual talent pools around the world to
enable them to put talent where it is needed.18 This requires a new set o
skills to manage employees, customers and partners with diverse cultures
and needs.
Our research reveals the necessity o understanding the competencies andpotential within the leadership ranks, and the need or diversity within
the leadership team. Organizations require dierent types o leaders to
open up new markets and to meet ever-changing business conditions.
The ollowing is a summary o key ndings and recommendations rom
our research.
Tailored Development Since the balance o competencies varies rom
country to country, executives and leadership development proessionals
cannot adopt a one-size-ts-all approach to leadership development.
Organizations must meet leaders where they are and use scientically
developed assessments to determine where a leaders initial strengths lie.
Development can then be tailored or the individual.
Many companies create global leadership programs and then customize
them to meet local needs. The approach at General Mills, or example, is
to blend a universal or corporate standard with local culture and business
priorities. In striking this balance, the organization remains unied on
leadership expectations and values which are common around the world,
while remaining relevant to local needs. The companys CLO, who sees
real value in local input to development solutions, said,
18 Source:GloballyMobileWorkforcesAreChangingAreYou
KeepingUp?,Mercer,May15,2012, http://www.mercer.com/articles/
globally_mobile_workforces_are_changing*.
A global, one-size-ts-all
leadership solution will
not work, since leaders in
dierent countries may
have very dierent styles
and skills sets.
K EY PO INT
http://www.mercer.com/articles/globally_mobile_workforces_are_changinghttp://www.mercer.com/articles/globally_mobile_workforces_are_changinghttp://www.mercer.com/articles/globally_mobile_workforces_are_changinghttp://www.mercer.com/articles/globally_mobile_workforces_are_changing7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
33/42
Global Leadership 33
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
I have found local adoptions to be quite innovative
and have leveraged them for later global leadership
development. Remember, not all leadership wisdom
springs from headquarters!
Respect Individual Dierences Leaders in global companies mustrespect the individual dierences o all those working with them. A U.S.
leader with a business-driver style ocused on results may rustrate a
Chinese leader who is accustomed to a more fexible approach and values
the opportunity to build the relationships beore committing to the task.
Individuals must recognize their dierences and learn to work together
or the ultimate good o the company.
Broaden Leadership Capability Sets Eective leaders have a blend
o transactional and transormational styles. HR leaders look or
opportunities to broaden leaders experiences, so that they canstrengthen traits in areas in which they are less comortable. For
example, visionary leaders can hone their operational skills through
special assignments, job rotations or group projects.
Play to Their Individual Strengths The goal is not to create all leaders in
the same mold. Although leaders should broaden their styles, companies
must careully position key talent to their strengths. Highly skilled
operational-style managers are less likely to succeed in roles in which
highly transormational talent is needed, and vice versa. The t o the
leader to the need is critical or organizational success; ascertaining thatt through the types o employee intelligence shared in this report is
essential.
As an example, Cisco groups its leaders into our categories innovators,
scale business-growers, cost-cutters and turnaround specialists. The
company has ound that a leader who is good at one o these types
should move to opportunities or which that type is needed (i.e., rom
one innovation business to another innovation business). Trying to place
a cost-cutter in an innovation business, or example, ails to recognize
each leaders traits and likely will not succeed.
Understand the Culture We strongly recommend that business and
HR proessionals study the history and culture o the countries in which
they do business. As our research shows, leadership styles vary based on
culture. A highly eective leader in the U.S., or example, may ail quickly
in a collaborative culture like the Nordics, without sensitivity training.
Although leaders should
broaden their styles,
companies must careully
position key talent to
their strengths.
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
34/42
Global Leadership 34
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Leaders in the Middle East, i they grew up in a patriarchal culture, may
appear to be adversely gender-biased when moved into another culture.
In looking or expatriates or oreign nationals to ll positions across
borders, it is imperative to recognize the leadership competencies and
styles in a particular geography. Although the expatriate model is stillcommon, many companies are shiting away rom it, recognizing that
many expatriates lack the knowledge o the culture and local markets
needed to succeed in these roles. I expatriates are used to ll positions,
it is important to prepare them or these assignments, allowing time to
understand and adjust to the norms in a new culture.
Recruit the Right Skills Sets Finally, beyond executive development,
there are implications or talent acquisition as corporations evaluate the
skills sets that make leaders successul and strive to ensure a diversity o
styles in their leadership teams. We see tremendous value in the use oscientic assessments to help in making the recruiting o executives
more eective.
A highly eective leader
in the U.S., or example,
may ail quickly in acollaborative culture
like the Nordics, without
sensitivity training.
K EY PO INT
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
35/42
Global Leadership 35
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Appendix IResearch Methodology
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
36/42
Global Leadership 36
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Appendix I: Research Methodology
In the summer o 2012, Bersin & Associates analyzed assessment data
provided by global assessment provider, SHL. The data represents threesets o leaders executives, midlevel and rst-level managers. We
evaluated the competency data across these three levels o leaders in 10
countries, using SHLs existing leadership capability model.
The 10 countries are Australia, Belgium, China, Denmark, India, the
Netherlands, Norway, Sweden, the U.K., and the U.S. Each country
was selected based on the size o its economy and the availability o
data, ensuring that we had adequate data rom which to draw valid
conclusions. The minimum sample size in each country was 1,000
participants. In total, our sample represents data rom 30,576 individualsacross a total o 778 separate organizations.
The breakdown o executives, midlevel managers and rst-level
managers by country is shown in Figure 13.
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
37/42
Global Leadership 37
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Figure 14 displays the distribution o organizations by industry.
Figure 13: Breakdown o Leader Levels by Country
Source: : Bersin & Associates, 2012; data source: SHL, 2012
7%
7%
10%
35%
8%
11%
10%
6%
10%
17%
22%
14%
22%
10%
40%
19%
27%
23%
32%
19%
71%
79%
67%
55%
53%
71%
63%
71%
59%
65%
0% 20% 40% 60% 80% 100%
Australia
Belgium
China
Denmark
India
Netherlands
Norway
Sweden
U.K.
U.S.
Executives Midlevel leaders First-level leaders
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
38/42
Global Leadership 38
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
How the Data Was Analyzed
Our analysis primarily included data on eight major competencies. (See
section, Appendix II: Leadership Competencies.)
The data compares the average o leaders assessment scores in each
country on a pair o competencies. The placement on the charts is an
indication o relative perormance versus other countries.
We caution against overgeneralization. This sample is indicative o trends on
average across the 10 countries and is not applicable to individuals, per se.
Banks14%
Construction /Engineering
5%
Durable Goods /Manufacturing
3%
Food & Beverage5%
Healthcare Equipmentand Services
3%
Industrial Transportation3%
Insurance / Real Estate /Financial Services
7%
Public Sector andNon-GovernmentalOrganizations
12%
Oil / Gas / Mining /Energy
1%
Other6%
Pharmaceuticals &Biotechnology
5%
Retail2%
Support Services11%
Technology4%
Telecommunications9%
Travel & Leisure6%
Utilities2%
Figure 14: Industries Represented
Source: : Bersin & Associates, 2012; data source: SHL, 2012
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
39/42
Global Leadership 39
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Appendix IILeadership Competencies
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
40/42
Global Leadership 40
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Figure 15 delineates SHLs denitions o the eight key leadership
competencies.
Appendix II: Leadership Competencies
Source: Bersin & Associates, 2012
Figure 15: SHLs Eight Leadership Competencies
Leading and DecidingTakescontrolandexercisesleadership.Initiatesaction,givesdirectionandtakesresponsibility.
Supporting andCo-operating
Supportsothersandshowsrespectandpositiveregardfortheminsocialsituations.Putspeoplerst,workingeffectivelywithindividualsandteams,clientsandstaff.Behavesconsistentlywithclearpersonalvaluesthatcomplementthoseoftheorganization.
Interacting and PresentingCommunicatesandnetworkseffectively.Successfullypersuadesandinuencesothers.Relatestoothersinacondentandrelaxedmanner.
Analyzing and InterpretingShowsevidenceofclearanalyticalthinking.Getstotheheartofcomplexproblemsandissues.Appliesownexpertiseeffectively.Quicklylearnsnewtechnology.Communicateswellinwriting.
Creating andConceptualizing
Opentonewideasandexperiences.Seeksoutlearningopportunities.Handlessituationsandproblemswithinnovationandcreativity.Thinksbroadlyandstrategically.Supportsanddrivesorganizationalchange.
Organizing and ExecutingPlansaheadandworksinasystematicandorganizedway.Followsdirectionsandprocedures.Focusesoncustomersatisfactionanddeliversaqualityserviceorproduct
totheagreedstandards.
Adapting and CopingAdaptsandrespondswelltochange.Managespressureeffectivelyandcopeswithsetbacks.
Enterprising andPerorming
Focusesonresultsandachievingpersonalworkobjectives.Worksbestwhenworkisrelatedcloselytoresultsandtheimpactofpersonaleffortsisobvious.Showsanunderstandingofbusiness,commerceandnance.Seeksopportunitiesforself-developmentandcareeradvancement.
Source: SHL 2012
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
41/42
Global Leadership 41
This Material Is Licensed to SHL or Distribution Only.
Bersin & Associates September 2012
Appendix III: Table of Figures
Figure 1: Todays Talent Challenges 8
Figure 2: Kotters Dierences between Management and Leadership 10
Figure 3: The Results o Imbalance between Management and Leadership Skills 11
Figure 4: Competency Model Factors or Management versus Leadership Focus 13
Figure 5: Developing the Vision 15
Figure 6: Denitions Developing the Vision 16
Figure 7: Sharing the Goals 18
Figure 8: Denitions Sharing the Goals 19
Figure 9: Gaining Support 20
Figure 10: Denitions Gaining Support 21
Figure 11: Delivering Success 23
Figure 12: Denitions Delivering Success 23
Figure 13: Breakdown o Leader Levels by Country 37
Figure 14: Industries Represented 38
Figure 15: SHLs Eight Leadership Competencies 40
7/27/2019 2012 Bersin Global Leadership Developing Tomorrows Leaders
42/42
Global Leadership 42
About Us
Bersin & Associates is the only research and advisory consulting rm
ocused solely on WhatWorks research in enterprise learning and
talent management. With more than 25 years o experience in enterprise
learning, technology and HR business processes, Bersin & Associates
provides actionable, research-based services to help learning and HR
managers and executives improve operational eectiveness andbusiness impact.
Bersin & Associates research members gain access to a comprehensive
library o best practices, case studies, benchmarks and in-depth market
analyses designed to help executives and practitioners make ast, eective
decisions. Member benets include in-depth advisory services, access to
proprietary webcasts and industry user groups, strategic workshops, and
strategic consulting to improve operational eectiveness and business
alignment. More than 3,500 organizations in a wide range o industries
benet rom Bersin & Associates research and services.
Bersin & Associates can be reached at http://www.bersin.com or at
(510) 251-4400.
About This Research
Copyright 2012 Bersin & Associates. All rights reserved. WhatWorks
and related names such as Rapid e-Learning: WhatWorks and The
High-Impact Learning Organization are registered trademarks oBersin & Associates. No materials rom this study can be duplicated,
copied, republished or reused without written permission rom Bersin &
Associates. The inormation and orecasts contained in this report refect
the research and studied opinions o Bersin & Associates analysts.
http://www.bersin.com/http://www.bersin.com/