1.Inspirational leadership is a less studied, but holistic concept that centers within the presence of a whole mind that is aware of the being and doing of the self and others.
2.As an inspirational leader who gives ideas to others, investing time and effort into self-development is vital. One can only give what’s inside of him/her.
3.The human side of leadership is fundamental for an inspirational interaction between leaders and followers.
4.The most appreciated leadership aspect is the ability to inspire. The capacity to inspire does result in high employee commitment.
5.Inspirational leaders positively influence employee characteristics, such as independent thinking and pro-activeness. These qualities not only foster innovativeness and drive business performance, but also have a positive effect on followers’ happiness at work.
6.The quest for the ‘Why,’ critical thinking, purpose, passion, and caring emotional intelligence all come from within oneself. Self-awareness and autonomy is the foundation for accessing the source of inspiration. Allow your soul to be free.
7.Authenticity is the core of inspirational leadership. Authentic behavior arises when the ‘who you are’ and the ‘what you do’ are aligned. A genuine and ethical leader differentiates between the true needs of his/her inner being as compared to the many and often conflicting demands and conditions of society.
Slides from our 80% is Psychology event, December 12th, 2018 in Tokyo.
1.It is crucial to what role models children are exposed. Babies intuitively follow the eye gaze of their mothers. Little geese adopt the first seen subject after hatching as their caregiver (so-called IMPRINTING). And imprisoned children regard the prison guards as their parents to follow.
2.Followers emulate primarily other followers, not necessarily the leader. A movement is made by courageous followers who show others how to follow too. Therefore it is essential to nurture followers.
3.To form a positive social identity (as everybody seeks to), people use self-categorization. According to SOCIAL IDENTITY THEORY, this risks leading to biased social comparison in which people tend to over-favorize one’s own group’s individuals’ positive characteristics while they stereotype and discriminate out-group members having mainly negative traits.
4.PROTOTYPICAL PERCEPTIONS cause people to think that the followers of the group they identify with can be persuaded by information, while out-group followers are mis-perceived as needing to be coerced by force.
5.Individuals who follow a leader against their own moral beliefs or good judgment may do so because they socially identify with the leader and consciously choose to follow his/her MORAL COMPASS.
6.Leaders in a mutually beneficial leader-follower relationship provide public goods to their followership. In return, followers voluntarily pay their costs to the leader in the form of prestige. When leaders gain more relative power, and their high status becomes less dependent on their willingness to pay the costs of benefitting followers, the SERVICE-FOR-PRESTIGE THEORY predicts that leader-follower relations will become more based on leaders’ ability to dominate and exploit.
7.In the phenomena of RECIPROCITY, we should differentiate whether it is about our genuine desire to return favors unconditionally based on feelings of thankfulness, or whether we get trapped into “marketing tricks” that let us act upon feelings of obligation and guilt.
8.A secureATTACHMENT STYLEhelps people trusting in lasting relationships, self-confidentially seeking out and providing social support that empowers themselves and colleagues alike. Insecurely attached people may cause stronger exclusion and exploitation of others.
9.Effective followers as fostered by TRANSFORMATIONAL LEADERSHIP are those who are not only actively involved, but those who are also critically thinking to influence decision-making and change. Conformist followers who are not challenging the status quo contribute less to innovation and business performance improvement.
10.DIVERSITY AND INCLUSIVENESS are vital also from a business perspective because better-connected networks enable more knowledge sharing that is favorable for innovation and improves business performance, which ultimately results in increased profitability.
11.REVERSE MENTORING allows any employees to assume, (informal) leadership roles. Reverse mentoring not only promotes bi-directional knowledge exchange, but it can help isolated older leaders to enter into more egalitarian relationships as well.
12.Utilizing CONSTRUCTIVE HUMOR may be an effective leadership strategy to win trust and commitment from followers as it bridges authority gaps and encourages the both-sided expression of positive emotions even when addressing difficult matters.
Advancing globalization requires new workplace competencies . Among Global Talent Managers, there is the sobering realization that people working in an increasingly global environment find themselves challenged in acquiring the necessary cultural agility  In today’s world Global talent management, mobility, and cultural agility belong together . “Bridging the global skills gap” through international assignments was rated as a priority for more than 1,200 globally surveyed CEO’s (. p. 19).
The term “cultural agility” was already used before as, for example, by Freedman (2003) who saw cultural agility to be needed in teams working around the world . In Caligiuri’s (2012) book, the same is more specifically defined as a mega “Mega-competency that enables professionals to perform successfully in cross-cultural situations . . . [it is] a combination of natural abilities, motivation to succeed, guided training, coaching, and development over time” ( pp. 4–5). In Caligiuri’s work, one can find a later leaner version that goes as follows: “Cultural agility is the ability to quickly, comfortably and effectively work in different cultures and with people from different cultures” . Other researchers accepted cultural agility to play a role in cross-cultural professional contexts .
As per the analysis of Gibbs and Boyraz (2015), cultural intelligence (CQ), global mindset, and cultural agility are sometimes used interchangeably, and most scholars might agree that these concepts are in minimum inter-related . In the form the cultural agility mega-competency is broken down into four categories that are behavioral, psychological, cross-cultural interactions and decisions, and comprising of a dozen more specific components, cultural agility seems to contain all that is needed to perform successfully in cross-cultural settings . The so-called “jangle fallacy” (Kelley, 1927, as cited in Brenneman, Klafehn, Burrus, Roberts, & Kochert, 2016) exists when a construct is conceptualized differently and, therefore, also named otherwise . This is roughly what was found when analyzing four frameworks related to the field of cross-cultural competency (C3) . A generally agreed-upon definition of C3 is that it is the “knowledge, skills, and affect/motivation that enable individuals to adapt effectively in cross-cultural environments” .
Multinational enterprises (MNEs) today often use the term “cultural agility” to describe their expectations regarding employees’ “flexibility.” The ability to adapt culturally intelligent to local situations, from such a usage perspective, addresses the need to be responsive in a global marketplace . Cognitive complexity refers to the ability to switch between distinct cultural demands  and strikingly illustrates how agility suggests “movement” as an organizing principle . “Cultural adaptiveness” in that sense is only one out of three possible “responding moves” that define cultural agility. The second is “cultural minimization” that is required from an employee when putting a supervisor’s command above a cultural norm, and third, there is “cultural integration” that is the consideration of concurrent cultures as, for example, in a multi-cultural team .
Some authors also distinguish cultural learning and cultural agility as two aspects of 3C (; ), matching the discrimination between “understanding about” and “knowing to use knowledge” as pointed to in Hounsell (2016) . It is the notion of cultural agility that is meant to be required to integrate cultural inclusion respectively to use the knowledge of inclusion to manifest it in a behavior that is producing inclusive organizational results . Therefore, for the further course of this systematic review, the following short definition is used: Cultural agility is “related to the ability … to use your cross-cultural learning effectively” . Training and development are significant for International Human Resources Management (IHRM) . The question to be investigated by this research aims to shed light on how much focus exists in the literature on the “usage” aspect of cultural knowledge. A systematic review shall provide for the answer by analyzing the relative emphasis put on training (i.e., specific knowledge/skills acquisition) as compared to development (i.e., a longer-term gathering of experiences and lessons learned as applicable fur improved cultural agility). Furthermore, developmental approaches shall be studied and reported to potentially support GTM practices in their challenge to extend their repertoire of available approaches and measures.
For Methodology and Results details, see Appendix A.
Similar to this systematic review’s finding that only 20% of the analyzed articles did specify cultural agility in connection with training and development, others found that only one out of four companies do assess cultural intelligence or agility in their international assignment candidates . Although in Lundby and Caligiuri’s (2013) survey cultural agility was rated as the third most important senior leader quality, the results of this review tendentially lean to support existing gaps in delivering brand success in GTM and a related need for not only training technical skills but developing cultural agility competencies , . Foreign culture on-site programs like the Cultural Agility Leadership Lab (CALL)  may be effective solutions to narrow the gap. Interactional experiences with peers from other cultures seem to be an effective path to develop cultural agility .
Implications and future research
The findings and discussion in this article imply that experiential development opportunities should be sought by GTM practices to supplement a learning system towards increased effectiveness in developing cultural agility . A stronger link between organizations GTM function and their international assignee selection should be established. Psychological measures like the Cultural Agility Climate Index (CACI) could be used to support candidate and assignment effectiveness assessments . Measuring the current state would provide for the basis justifying the sustainable investment into cultural agility competencies . Watson (2014) found that diversity and inclusiveness training is standard practice, while the long-term building of cultural agility was found to be a less usual investment .
A facet of cultural agility this study came across too is the motivational component of the construct. While “willingness” had been included already in earlier conceptualizations of cultural agility , the term “agility” does not naturally imply such a component. Interestingly, Caligiuri, Baytalskaya, and Lazarova (2016) came later up with a construct of “cultural humility” and found evidence for its effectiveness in enhancing leadership skills, performance, and engagement . It would be interesting to see how the concepts of cultural agility and cultural humility could be integrated as some scholars still see cultural agility and the will for cultural adaptation as complementary rather than inclusive concepts .
More research should have been done to evaluate the precision of the use of the terms “training” and “development” in the analysis of this systematic review. It can be that the inclusion of synonyms or the more in-depth study and interpretation of the literature analyzed would have led to different results. Also, relying on Google scholar search and only processing around 30% of the results does not represent an as complete study as possible. Also, the result interpretation may be biased as it was not benchmarked against any further industry standards than mentioned in the article.
This study identifies components and evaluates the focus on training and development in the cultural agility literature. This paper found introductory that cultural agility potentially surpasses the scope of cross-cultural competency (C3) as it entails a behaviorally consequential nature that makes it especially practical for GTM considerations . On the other side, possible motivational aspects of cultural agility need to be further clarified.
In any case, for various sectors in a continuously globalizing world, the development of cultural agility through experiential means such as mobility programs  could gain even more popularity as a promising success factor for MNEs’ search and development of talents.
This study assumed a descriptive, quantitative analysis-based approach of a systematic literature review. Systematic reviews help the creation of a scientifically derived summary of available evidence . It is not known to the author of this review that another study did systematically review the research question related to training and development focus on promoting cultural agility.
The systematic review as designed in this article first selected from the University of Liverpool (UOL) discovery database books, e-journals, and theses with the search term “cultural agility.” Second, the Google Scholar search widget on the same (UOL) portal with the same search term was used to retrieve more documents. The UOL discovery database search found 13 documents published in 2012 or later, whose checking resulted in the exclusion of 2 irrelevant and one non-accessible (commercially protected) file, leaving 11 documents for analysis. The Google Scholar search found 424 results, of which 130 were books, e-articles, or theses. Out of the 130, 63 sources were accessible for download. The check for the inclusion criteria of equal or higher than the year 2012 further reduced the population to 47 documents that have been downloaded then and analyzed. The publication date 2012 as an inclusion criterion seemed appropriate considering this is the year of the publication of Paula Caligiuri’s book “Cultural Agility: Building a Pipeline of Successful Global Professionals.”
Data extraction and analysis
The analysis of the available documents included an in-document search for “agility” and “agile” to get to the section where a potential definition or description of cultural agility could be found; the according passages have been examined and studied for finding answers to the research question. In this process, additional 8 documents have been excluded due to irrelevance. The total number of included texts, therefore, was 50 and represents a significant amount of relevant and recent data sources across a broad range of scientific journals and other scholarly resources. The analysis report table documents copied text snippets from pertinent passages of the analyzed files. Due to space limitations, these were kept rather short without providing much further context.
Among the 50 documents derived from the databases and Google Scholar, nine were found to contain a mentioning or elaboration related to “training,” and six instances were found that include developmental aspects. Consequently, only 32% of the analyzed document did prominently refer to training and development in their section about cultural agility. A simultaneous presence of “training” and “development” appeared in five papers. In table 1, the 11 reportable results are outlined. The results indicate that more research articles do mention “training” as compared to “development” with regards to the concept of cultural agility. A couple of interesting operationalizations of cultural agility development were found as will be shown in the discussion section.
Table 1. Training and development in cultural agility related articles
Mukerjee (2014). As universities become increasingly global in their reach and operations, cultural agility is likely to be a competency that will be sought after and reflected in the recruitment, training and development processes 
Dinwoodie, Quinn, and McGuire (2014) Strategic Drivers for Leadership for expansion into international markets: Cultural agility—promote the predisposition to appreciate diversity and develop cultural intelligence to operate successfully in unfamiliar territories. 
Gibbs and Boyraz (2015) These concepts – cultural intelligence, global mindset and cultural agility – have each been extensively studied in terms of leadership, but they have yet to be applied to team level processes. For instance, Caligiuri (2012) regards cultural agility as a necessary skill of global business professionals. These professionals are usually CEOs and top managers responsible for more strategic organizational functions, who generally get more customized training, coaching, and development, rather than lower level virtual team members. / Attracting global team leaders and team members with the important skills needed to manage cultural diversity – cultural agility, global mindset, and CQ – is an issue with significant implications for IHRM, not only for training and development but also for selection of team members. 
Hounsell (2016). The development in students of a global outlook or global mindset generally focuses on the internationalisation of curriculum content within and across disciplines or subject areas. The knowledge gained takes two main forms. The first is a fuller understanding about other nations and cultures, or the use of knowledge and perspectives derived in or from other nations and cultures, leading to what has sometimes been called ‘cultural versatility’ or ‘cultural agility’. In HKU’s overarching goals for four-year degrees, this is referred to as intercultural understanding. 
Vega (2012). The creation of an informative guide that addressed cultural agility in emergency medicine would benefit both the EMS and Vietnamese-American communities. 
 Honnor (2013). Explains how the learning and development function at Infosys supports its global activities by developing competences that offer the organization global and cultural agility.
Synoground (2013). Cross-Cultural Competency (C3) has surfaced as the term to describe cultural ability and adaptability in personnel. Cultural Agility, a term coined by Dr. Paula Caligiuri, is used here to describe a degree of talent that surpasses C3. Using these concepts as a framework, the analysis herein will make suggestions designed to improve cross-cultural talent recognition and recruiting practices and introduce a potential training paradigm to fit the traditional GPF and SOF/IW framework of the services. 
McKinley (2016). Internationalizing the curriculum: explicitly pugng in assessments or program requirements that relate to cultural agility 
Jameson and Goshit (2017). program participants (domestic and international) to develop the intercultural skills, knowledge, and mindsets to communicate effectively across cultural boundaries. For the IPDF this typically includes cultural agility, open mindedness, respect, patience, empathy, leadership, an understanding of intercultural communication styles, willingness to step out of one’s comfort zone, as well as a basic understand- ing of the impact of power and privilege. 
Martin and Zhang (2017). The main goal of the course is to further students’ understanding and knowledge of education and business leaders’ best practices and how they can apply these best practices to their current career, as well as their future career within the education arena. The course objectives are consistent for both the domestic and international trips and are as follows: – Researching emerging global paradigms, best practices, and structures in education and business. – Analyzing international assessment measures -implement, understand drivers, improvement. – Building learning partnerships with global school and business leaders. – Increasing students’ global awareness, perspectives, and cultural agility. – Understanding the transferability of global educational and business systems. – Understanding the external environmental impact on education and business. 
Pace, A. (2012). After detailing each of these competencies, Caligiuri shares how readers can attract, recruit, assess, select, train, and develop culturally agile employees. / As far as workplace learning and development, Caligiuri notes: “A learning system to develop cultural agility needs to include two parts, cross-cultural training and experiential development opportunities.” 
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The advantage of Content and Language Integrated Learning (CLIL)
Information and Communication Technology (ICT) and the interpretation of language
Overcoming barriers beyond the language barrier
Language barrier in health care
A lot of literature seems to focus the challenges of language barriers in the health sector, as, for example, studies that identify language barrier as a significant threat to care quality in hospitals . The adverse effects are related to the various health service processes, such as understanding, quality, and patient and provider satisfaction . In multinational corporations (MNC), non-native speakers were found to tend to communicative withdrawal that is negatively influencing content and relationships . Social isolation subsequently can lead to reinforcing the language and culture boundaries .
The advantage of Content and Language Integrated Learning (CLIL)
The advantages from bilingualism are manifold; being an asset for (academic) career is one of them . Mobility and employability are further evidenced examples that can be achieved, e.g., by content and language integrated learning (CLIL) to foster not only language, but also communication and interaction skills combined with intercultural awareness . Indeed, it seems that hands-on activities and collaborative communication role-playing , or patient-centeredness, to use a health example again , even if supported by the native foreign language, are effective in overcoming language barriers . Allowing silence to support communication processing should not be forgotten too . Importantly, all begins with the proper identification of the existence of a language barrier at all . An innovative medical dictionary and tracking application is facilitating the imperative language-related data collection of foreign clients .
Information and Communication Technology (ICT) and the interpretation of language
For the future it is predicted that so-called SATS (Synchronous Automated Translation Systems) or even reality augmenting wearables will take out the hassle of today’s still cumbersome translation applications such as Google . Regarding the use of information and communication technology (ICT) to facilitate translation, women displayed a lower rate of technology use compared to their male colleagues . For technology to be adopted by foreign-speaking users, aids and guides should be developed  and diverse learning backgrounds supported. Barriers can also arise due to cultural differences in learning and conceptualization styles. Also, especially in rural context, it should be evaluated whether ICT even contributes to increased awareness of separation with the rest of the world . The presence of organizational codes and trade zones are examples of sub-cultures that can additionally make the interpretation of communication difficult .
Overcoming barriers beyond the language barrier
The progress in removing language barriers is for sure a great vision. However, in communication-intensive fields like social sciences (as compared to, e.g., technical engineering) , success will require more innovation. From the money-making industries relying on translation and interpretation services, some hesitance in adopting new business models might be expected. Finally, the maintenance of national borders may also use language to protect delimitations .
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Prizing of social capital on individual, institutional, and societal levels
The ‘paradox of unsocial sociabilities’
Global citizenship, international careers, and the culture of global nomadism
Matching national and organizational culture
According to Nahapiet & Ghoshal (1998), social capital is “the sum of the actual and potential resources embedded within, available through, and derived from relationships” (as cited in ). However, it is not enough to design global leadership development programs with the goal to share knowledge according to national cultures in multinational enterprises (MNEs) without carefully making sure that the program also matches the organizational cultures involved (Espedal, Gooderham, & Stensaker, 2013).
Prizing of social capital on individual, institutional, and societal level
How the built social capital is prized depends on context. For example, Singaporean bureaucratic and political elite prizes social and cultural capital from the US, UK, and Western Europe highly as a result of Singapore’s unique history . In academia, it is known that the apt use of researchers’ social capital in the form of international research networks helps significantly in achieving excellence . On the other hand, global mobility experiences that come with a personal value such as new perspectives and knowledge about different cultures and systems can be not valuated as social or cultural capital by the home environment and therefore doesn’t get utilized by the respective institutions and organization . There can be even biases on individual, organizational, and societal level because of strong interpersonal and intergroup processes preventing non-discriminatory perceptions of the intercultural aspects they are confronted with .
The ‘paradox of unsocial sociabilities’
The ‘paradox of unsocial sociabilities’ describes the behavior of individuals who aspire to grow their professional global connectivity but remain emotionally relatively uninvolved locally . In the case of expatriates, they can be conflicted between resistance and acceptance of the new culture as part of incorporation its possibilities within themselves . For people from collectivist cultures, the loss of their societal embeddedness might not be felt as compensated  by the newly gained increase of social capital from a global perspective. Money can replace social capital in the sense that knowledge transactions can be bought anywhere (e.g., banking, legal, and medical services, etc.), independent of location .
Global citizenship, international careers, and the culture of global nomadism
Social capital networks reinforce themselves  and education, financial means, and access to information and communication technology determine to what level talent can be optimized  . To get access to global social capital, globalized forms of education to foster global citizenship is recommended by the UN . Often international assignments don’t necessarily lead to returns home and can result in onward mobility and international careers within a community, which shares a culture of global nomadism  that is of horizontal multi-cultural nature . The alignment of an individual’s lifetime stages and an organization’s strategic direction can be helped through a mentoring, mutual help in storying and career/goal alignment that is managed by a well-integrated Talent and HR Management practice .
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Summary. The increasing number of expatriates reflects the need for multinational enterprises (MNEs) to compete in a global knowledge economy. Despite high pressure, mobility program cost management practices are often weakly formalized. To take full advantage of international assignments, the assignees’ gained knowledge should be matched with required job competencies. The ratio of parent-country nationals (PCNs) at subsidiaries is influencing business performance. Also, besides defensive and retaliatory actions, relational measures can be used to maintain access to social capital in case of poaching in the host country. Finally, intercultural training based on clearly defined goals for business and leadership development purposes can increase the success rate of international assignment significantly.
Over 200 million extra-national employees worldwide
The number of employees assigned to foreign countries in 2013 was 214 million people, tendency increasing . This article focuses in places on a multinational enterprises (MNEs) setting of interdisciplinary digital businesses from a Japan perspective (with global reach) that is heavily relying on knowledge and relationship-based intangible data assets.
Room to evolve in aligning the role of mobility with talent management
The information technology industry continues to be a growing sector with fierce competition and cost pressures . While almost half of IT companies do not systematically measure international assignment costs, companies respond sensitively to cost factors. For example, as a reaction to surging residence costs for expatriates, Japanese companies in 2014 sent 10,000 employees less to China than still in 2012 when the number was at 57,000 . Also, an international assignee attrition rate that could be problematic for a company when too high seems to exist in the IT sector, with survey results reporting a 25% of assignee loss as compared to overall survey respondents’ average of 14%. Generally, assignee’s increase market value serves as an explanation for their moving on to better career opportunities outside of the firm. The Japanese tenure- rather than market-value-based employment system  could mitigate that risk though. On the other hand, some Japanese expats may not return due to concerns with too much discriminating, rigorous, and long working hours required in the Japanese working world, as a popular Japanese blog suggests . In any case, to mutually benefit from mobility programs, both the employee and the firm should be able to count on HR’s ability to match the expatriate’s knowledge with job’s required competencies . Furuya (2007) suggested the deliberate and proactive use of appropriate HR policies and practices (e.g., job analysis) that help realize the advantages of global assignments . Indeed, successful mobility has become a barrier for Japanese MNEs; yet formal programs are rarely in place .
One out of five Global Mobility Trends IT sector survey participants responded that they do not know their business need for internationally experienced talents . Not enough parent country nationals (PCNs) at subsidiaries is curbing business performance; too many PCNs, however, let performance decline due to increasing resistance against loss of local identity . The APAC region’s (IT) companies see Brazil and second, Taiwan as their favorite destinations for foreign assignments beyond 2015 . From a host country’s perspective, e.g., Taiwanese firms seek Japanese employees’ knowledge  and increasingly poach Japanese workers . For MNEs, relational actions such as alumni to keep access to human social capital might be an additional alternative to overly defensive or punitive measures .
Need for intercultural training
20% of international assignees reported difficulties in acclimating to the new culture. Also, people from strong cultures like China and Japan tend to stick with their compatriots . Therefore, intercultural training  and/or timely termination (in case of issues) of expatriate projects are crucial to avoid relational damage . Also, separate but integral goals and strategies for business and talent development should be defined in Japanese MNEs mobility programs . Sufficient language proficiency has to be fostered too to enable an efficient knowledge transfer .
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Self-improvement can be intimidating, and personal interactions with other, like in a mentoring relationship might be extraordinarily valuable . In today’s fast-changing world the potential for mentoring, especially if creatively employed, might be an increasingly useful type of relationship . Yet relatively few employees got into a company mentoring program . Traditional mentoring generally takes place between a senior and a junior person in a similar career field , a relationship that is hierarchical and one-directional in the sense that the mentor in its expert position carries the power while the newcomer mentee is deemed to receive learning .
Reverse mentoring for diversity and organizational success
Reverse mentoring, on the other side, can be defined as “pair[ing] younger, junior employees as mentors with older, senior colleagues as mentees to share knowledge” (, p. 569). Jack Welch in 1999 made this approach popular when using it in GE . It is the first time that four or five generation with distinct values work in the same workplaces and have to manage related generational tensions (; ). Reverse (respectively reciprocal) mentoring may be promising transfer processes to support global expatriate female managers as they were found to receive less monitoring than male and domestic colleagues . Cross-racial reverse mentoring is another example of engaging diversity to increase organizational success .
Benefits for the employees
Reverse mentoring was found to benefit older adults with reduced social isolation, improved self-efficacy, and increased technological understanding, and younger colleagues can progress their teaching and communication skills . Intriguingly, by collaboratively fostering the understanding of each generations qualities, inter-generational intelligence can be built . Vitality, enthusiasm, and creativity are predominantly represented by the younger, lower levels of organizations; not surprising when remembering the evidence that toddlers, in general, are creative, compared to the only 2% of 44-year-olds . Reverse mentoring is promising in generating new ideas , which is vital in valuing the human capital and use it for innovation and competitiveness as required for learning organizations . Lane (2018) speculates that this effect might be the more pronounced, the bigger and the more global a firm is .
HR supported implementation for improved employee retention
In a study in the field of academic medicine, it was found that half of the recipients of unsatisfactory mentoring did genuinely consider quit the firm, while positive mentoring experiences reduced this number to 14% . In another study reverse mentoring predicted increased affective commitment potentially decreasing turnover rates among millennial employees . While informal settings may take pressure away from younger persons mentoring their superiors , more formal mentoring provides for clear objectives and plans how to achieve them . It is essential that older leaders get the courage  to open up, demonstrate humility, and enter into egalitarian relationships . Ideally, such openness and the diversification of the workforce  through reverse mentoring is systematically supported by HR too .
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Summary. Although multi-national enterprises (MNEs) in China are looking for talents who can balance domestic and international challenges, the evolving education and Global Talent Management (GTM) systems struggle with the timely identification, development, and retention of a workforce that is matching the required demand of new and future skills. Respect for the Chinese culture and access to so-called guanxi business networks shaped by collectivist cultural values are needed to access business opportunities. On the other hand, the opening up of secretive circles and empowering students and employees for more self-determined and problem-based learning could provide avenues to close the gap between theory and practice as well as more equality in talent development, hopefully resulting in increased entrepreneurship and innovation.
Summary. This article critically sheds light on current socio-economic challenges for Japan and the need for developing a global mindset for companies in a globalizing world. With little chance for getting a management position before the age of 40 and confronted with dominating domestic demand for a monolingual male workforce, Japan’s youth gets blamed for being ‘insular’ and individually responsible for the lack of global mindsets. To improve global success, Japanese HR practices’ global talent management programs have to address the need for highly skilled and globally minded talents in Japan and their expatriates. Japan-specific, step-by-step, and creative alternative solutions may be required to make it happen.
Japan’s current unclear development of its role in global economy comes from various challenges such as two decades lasting economic stagnation  and increased competition from China and India . Salary men sweat devotedly for the big companies and government agencies for the return of stable careers, while their wives take care of raising the next generation guaranteeing the continuation of the system that has become antithetical to fast-paced global changes . A global mindset is needed for many Japanese organization, and there are calls for a related shift in education (; ). However, most Japanese companies favor domestic monolingual male workforce , which informs higher education in the way that fewer and fewer students in Japan envision to study abroad . The collectivist Japanese culture might emphasize that trend as the unity of family raises expectations for children not to stay away from their family and take care of their parents .
Japanese see the development of a global mindset as an individual rather than an organizational burden. Due to seniority-based promotion systems, only 9% of Japanese managers are below the age of 40, compared to 62% in India and 76% in China . Ironically, the lack of talents with global mindsets has not been associated with strict hiring practices, bigoted immigration policies, or with conservative firm cultures but instead the ‘insular’ young people, the so-called ‘uchimuki,’ are blamed for keeping the island inwardly retreated .
Japanese HRM practices’ global talent management initiatives have been reported to not being suitable to attract sufficient talent with a global mindset for multinational enterprises . English in Japan is still treated as belonging to the US or UK rather than being a global language . HR brokers until today have mostly focused on low-skilled short-term immigration . Therefore, not surprisingly, Japan ranks last behind all major industrialized nations regarding the percentage of foreign academics and engineers employed .
A trend of an increasing number of Japanese self-initiated expatriate entrepreneurs to developing countries in Asia indicates the presence of not only entrepreneurial but also global mindsets as related to social and sustainability missions . Japanese multinationals, however, comparatively have difficulties to go international with their often highly successful local businesses in which the home-country expatriates obviously need to re-assess their globalization abilities . For example, Japanese business men are used to relationship-based marketing  and would need to adapt to a more need-based style when selling abroad . Maybe hybrid forms of globalization activities, developed through Japan-based HR training can advance the integration of cultural differences to promote global success . Anti-globalization sentiments after the nuclear plant accident in Fukushima in 2011 and perceptions of unfairly exploitative global businesses may require an alternative kind of globalization as happening in the arts that, e.g., builds on alternative smaller destinations . Step-by-step quick wins could increase confidence in more long-term investment into global mindsets to improve results from globalization .
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It is useful to differentiate between sympathy and empathy as the basis to also understand better how culture itself (amongst other factors) shapes cultural empathy. This is important also to define and assess more subtle aspects of empathy as it becomes increasingly imperative in education and disciplines such as global talent management.
Empathy (like sympathy and compassion) is related to human emotions as a reaction to other individuals’ plights . Empathy is considered crucial in motivating pro-social attitudes and actions as well as moral development and involves research from various interdependent fields such as biology, psychology, anthropology, and philosophy (Mason & Bartal, 2010). Science is differentiating affective empathy, i.e., the experience of others’ emotional state, and cognitive empathy, i.e., the apprehension of others’ emotions .
Empathy as a concept conflates with similar ideas like ‘sympathy’ . A casual comparison describes sympathy as “to feel with,” while empathy involves “to feel for” others. More specifically, there is no need for a person experiencing sympathy to simulate the other’s state of mind as would be required for practicing empathy . Batson (1991) defined empathy as a category of responses to another “that are more other-focused than self-focused, including feelings of sympathy, compassion, tenderness, and the like” ( p. 86).
Because the emotion of empathy determines, besides reasoning, how ethical decisions are made, it is vital to acknowledge its key role in human development and professions, such as, for example, journalism, which strongly influences how people related to empathy . Despite increased globalization and the ubiquitous of information about others’ plight, a tendency of ‘sympathy-without-empathy’ represents the reality of globalized individualism . Also, how the ability of empathy is individually employed should be assessed as well, as empathy can be for the good or the bad, e.g., not only for help, but for manipulation, bullying, and the exertion of cruelty where it harms others most .
Culture shapes how empathy is experienced and communicated as it is true for any emotions, which always are impacted by a culture’s particular social intricacies. Hence, the expression of sympathy and empathy require a language that is sensitive to support the maintenance of both the sender’s own and the receiver’s identity respectfully . For example, it is essential to understand how cultural background moderates empathy. For example, people in East Asian collectivist societies that emphasize interpersonal harmony, tend to show increased empathic accuracy (while the level of empathic concern tends to be lower though) compared to more individualist cultures such as the UK . The communication of distress, as well as sympathy responses, are both stronger when involving narratives of somatic experiences (e.g., fatigue) as compared to cognitive symptoms (e.g., negative thoughts), but only among Korean and not US study participants . In another study, American individuals were found to focus less on negative aspects respectively avoid more negative affect compared to Germans when forming sympathy for other’s negative experience and suffering . Russian people have, as a consequence of how the culture frames empathy, a more apparent preference for experiencing empathy more exclusively for people whom they know personally .
Education on cross-cultural empathy for global talent management is essential. However, even within any one nation socio-cultural differences might suggest a need for cosmopolitan education to develop empathy between all co-citizens . The same might, of course, be true for between the employees in a single country too.
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This article describes the relationships of cultural intelligence (CQ) with other types of intelligence, motivation, and leadership behavior. Mindfulness provides for a conceptualization of intercultural competence. CQ is a useful competency for acculturation challenges as required for expatriate talents in multinational enterprises. People used to minority status, people from more diverse environments, and those with higher CQ experience more positive acculturation and psychological well-being. For Global Talent Management CQ is essential as a predictor of performance and creativity and therefore increasingly used as assessment tool also for transformational leadership styles.
Emotional and social intelligence, motivation, and leadership behavior
Human capital is the major sub-factor of intellectual capital that contains a measurement of “sharing and reporting knowledge” , indicating that social competencies are acquired capabilities on the basis of emotional intelligence . Cultural intelligence (CQ) might be essential to enable sharing across cultures as it means the ability to adapt to a new culture through open-mindedness and judgment-free respect for others . CQ moderates emotional intelligence and leadership behavior . Indeed, to understand emotional intelligence, cross-cultural differences need to be understood too . As emphasized in the theory of emotional and social intelligence competencies (ESC), the motivation to make use of the competencies is vital to consider too .
Mindfulness, acculturation, and psychological well-being
Mindfulness might provide for a comprehensive conceptualization of intercultural competence as a cultural sensitivity that is put in action as a result of reflection . Cross-cultural intelligence can be taught through different respectively the combination of methods such as lectures, literature, exchange sessions, and most effectively field trips . CQ is also a significant contributor to career capital , potentially not only across geographies, but also in navigating company cultures . Direct inter-cultural contact impacts both cultures involved, a process that is called acculturation . The challenges that come with such foreign cultural influences might be a reason why it is often difficult to find talents who are willing to live abroad. People used to minority status, people from more diverse environments, and those with higher CQ experience more positive acculturation and psychological well-being .
Performance improvement and transformational leadership
Assessing CQ is highly useful for global talent management as there is a proven positive correlation with job performance . Thanks to higher-quality cross-cultural social exchanges, knowledge hiding, on the one hand, can be decreased and creativity, on the other hand, improved . It is, therefore, not surprising that culturally intelligent global leaders are high in demand . An impressing percentage of 92% (out of 100) of companies who invested into improving CQ increased revenues within one and a half years . Multinational organizations’ talent management functions fare well with using CQ as a selection tool . Social intelligence and CQ also predict effective transformational leadership styles  as it allows the appropriate adaption of behavior to cultural differences .
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This article reflects on example biases that could impact one’s intercultural behavior and decision making and how the role of the media is shaping ideas about cultures. Finally, specifics of the European culture are analyzed as relevant for global talent management issues.
Culture is an unconsciously learned way of thinking and living of a particular group of people that reinforces that worldview through its in-group similarity . To change ‘cultural DNA’ requires time, although the term refers to a psychological instinct built through the adaption of societal norms rather than through a genetic constitution. Different environmental challenges brought up intellectual orientations, which cannot be judged; they are just different. While empathy is considered to allow understanding between people, the bridges built between some may be the boundaries for others. This risks to cement in- and out-group hierarchies . Besides empathy, enhanced critical thinking abilities are necessary to unveil moral subjectivity and contribute to increased cross-cultural understanding .
Humans everywhere have the same desires, fears, and motivations . Cultural differences shouldn’t be judged but seen rather relative  and therefore not to be blamed . Judgments can unavoidably happen from unconscious biases triggering stereotypical exaggeration, or simplification out of context that result in prejudices. These are not immutable though in the sense that between bias and action critical thinking was not possible . People have a psychological tendency to accredit more humanness to oneself than to others  The level of empathy is predictive of the strength of this in-/out-group bias . Research found that more collectivist cultures show stronger empathy for in-group members . If in an individualist culture, an individualistic mindset is activated though, all but the self may be considered as out-group members . Contact with other cultures is the best means to anticipate such bias  and relationships with outgroups potentially reduces prejudice .
Be it for peace between countries or the functioning of multi-national organizations, intergroup empathy has become an increasingly important global challenge . How balanced the media selects and presents its news is playing a vital role in shaping the cross-cultural understanding of individual, group, and societal identities. Media literacy, therefore, is a key strategy to develop cultural perspective-taking .
Despite Europe’s diverse composition of nations, the continent’s genetic base is much less variable than that of many other global regions. Europe is (to stay with the example) characterized by high in-group equality, which, on the other hand, may also degenerate into out-group domination. European leaders tend to be inclusive . Indeed, German SME’s, for example, include all or most of the employees in Talent Management practices, which is in contrast to typical multinational enterprises . Egalitarian attitudes within Europe cause leaders to backup leadership processes with bureaucratic rules that come with a loss in speed compared to other cultures. The European focus on individual rights, creativity and innovation, professional relationships, and the use of evidence-based data (in comparison to more intuitive thinking) might be an asset for fostering objectivity in global talent management practices . This is important for talent-based economies as found in Western Europe  to remain competitive in the sourcing of global talent .
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