ABSTRACT
The task of developing global leaders is a priority for multinational firms. Even in international firms that normally pay scant corporate attention to human resource management, leadership development is invariably an area of top management concern (Scullion and Starkey 2000). In one 2007 survey of corporations in forty countries, over 75 per cent of senior HR executives cited the development of future leaders as a critical challenge (IBM 2008; see also DDI 2009).
