Proceedings of 3rd Global Business and Finance Research Conference
9 - 10 October 2014, Howard Civil Service International House, Taipei, Taiwan, ISBN: 978-1-922069-61-0
Five Steps for Implementing a Multinational Self-Leadership
Development Program
Todd H. Friends
It is an omnibus challenge for global multinationals to roll out consistent management development
programs on a global scale. They face implementation needs of consistent training in multiple languages,
enculturation and follow through. If such initiatives are targeted and executed well, they can lead to
incremental competitive advantages in management performance.
This study involved the application of self-leadership development across five continental regions
of a corporation. The practical approach and results of self-leadership are attractive for businesses.
Previous studies and theory were reviewed to understand the origins of self-leadership theory and
application in different cultures. Cross-cultural research centered on findings of the GLOBE study
(Dorfman, Gupta, Javidan, Hagnes, & House, 2004). A qualitative case study of a Fortune 100 global
multinational practicing self-leadership was conducted, in which connections between self-leadership
development, training, and implementation were evaluated from multiple cultural contexts.
The case study demonstrated a strategy, method, tools and cross-cultural knowledge for
implementing self-leadership in a multinational business. This paper proposed five factors that are
instrumental in a comprehensive implementation strategy for a multinational firm rolling out of selfleadership practices. The first requirement involves a refined execution plan. The second step is to retain
an experienced self-leadership consultancy group to facilitate and expedite worldwide training. The third
factor is to start with regional senior management in order to cascade a train the trainer methodology and
cultural buy-in. The fourth element is to have a robust performance management process supported by
timely feedback tools from employees and customers. Fifth, self-leadership practice is conducive to
management environments with a participatory philosophy that is receptive to feedback and continuous
improvement.
Field of Research: Management
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Todd H. Friends, Whitworth University, 300 West Hawthorne Rd, Spokane, WA, USA 99251,
tfriends@whitworth.edu