Managerial Self-Concept in a Global Context: An Integral Component of Cross-Cultural Competencies

Michael Harvey*, Nancy McIntyre, Miriam Moeller, Hugh Sloan

*Corresponding author for this work

Research output: Contribution to journalArticleResearchpeer-review

13 Citations (Scopus)


The level of sociocultural adaptation a global manager undergoes when relocating from his or her home country affects the rate and severity of adjustment for that individual. To reduce the potentially negative impact of the lack of cross-cultural competencies, it is critical for individuals to have a concise understanding of their self-concept, recognizing their strengths and weaknesses. Self-concept is critical to learn how to effectively gain cross-cultural competencies. It is suggested that in their home country a manager has three points of reference to determine one's self-concept-individual, group, and organization. The culture of the international posting country provides a fourth reference point. This article draws on a competency-based view to form the basis for self-evaluation and the development of a composite self-concept. Moreover, it proposes an implementation "roadmap" for developing cross-cultural competencies of global managers.

Original languageEnglish
Pages (from-to)115-125
Number of pages11
JournalJournal of Leadership and Organizational Studies
Issue number1
Publication statusPublished - 2012


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