ABSTRACT
This chapter focuses on how global leaders develop. It provides four models of global leadership development: Chattanooga model of global leadership development, Global Leadership Expertise Development Model (GLED), model for developing global executives, and the Right Stuff. The Chattanooga model perceives the global leadership development process as emergent in nature and dynamic in process. The GLED model expands upon the Chattanooga model but focuses primarily on the development of expertise in global leaders. The left side of the GLED model contains four categories of antecedents: individual characteristics, cultural exposure, global education, and project/job novelty. The third model focuses on the interaction and partnership between the individual and the organization. The organization is responsible for managing talent and ensuring that they provide the right employees with experiences. There are several difficulties in assessing talent in a multicultural global organization: identifying a common standard across cultures, country differences in assessing, promoting and developing managers, and wide variability in global executive jobs.
