Developing leadership capabilities of global corporations

Article Abstract:

The leadership capability requirements of global corporations are studied. Data are gathered from the responses of over 1,200 managers from 10 major global corporations in eight nations. Results show that the most globally valued leadership capabilities are, in order of importance, the abilities to express a tangible vision, values and strategy; to be a facilitator or manager of strategic change; to get results out of strategy; to be a catalyst or manager of cultural change; to demonstrate a strong customer orientation; and to empower others. Culture is shown to affect the relative significance attributed to a leadership capability requirement. Most of these leadership capabilities are developed through experience-based learning and performance management. Implications for HR professionals are discussed.

Research, International business enterprises, Multinational corporations, Leadership

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Competencies for HR professionals: an interview with Richard E. Boyatzis

Article Abstract:

Psychologist and organizational-behavior professor Richard E. Boyatzis differs from others in that he defines a job competency as a person's underlying characteristic that fosters highly desirable performance. He notes that other definitions simplistically focus on the person's behavior, which he believes cannot be considered a competency. He cites the different competencies that a professional should have to achieve superior performance. These include efficiency orientation, initiative or efficacy, group management or team leadership, oral communications, networking, persuasiveness, systems thinking, social objectivity and written communication. Boyatzis explains that these competencies have not changed for a long time although it is possible for them to transform.

Practice, Interview, Psychologists, Boyatzis, Richard E.

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Adding value through human resources: reorienting human resource measurement to drive business performance

Article Abstract:

An integrative framework that HR departments can use to contribute to business performance has been developed. This approach, which has been in use at Eastman Kodak, integrates the strategic HR framework with the balanced scorecard framework. At Kodak, HR contributes to business success by developing organizational capabilities, improving employee satisfaction and ensuring customer satisfaction. To capture and leverage the contribution of HR on business performance, Kodak has also formed three clusters of HR measures. They are internal operational measures, internal strategic measures and external strategic measures. Companies considering to improve their HR functions should consider augmenting their traditional HR measures with these new clusters of HR measures.

Photographic equipment and supplies, Photographic and Photocopying Equipment Manufacturing, Photographic Equip & Supplies, Models, Measurement, Human resource planning, Photographic industry, Eastman Kodak Co., EK

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