An Inter­view about Global Lead­er­ship: What it is, what it’s not and why you should become a global leader

What is Global Leadership with Wolfgang Schmitz

“Leading a global team doesn’t automatically make you a global leader.”


~ Dr. Wolfgang Schmitz

Global lead­er­ship is trending - both as a concept and as a term. But what exactly does it mean? 

How does it differ from clas­sical lead­er­ship? What makes a leader “global”, if not the fact that they are leading a team of members from different cultures or in different loca­tions? And why are global leaders a neces­sity as we move forward with glob­al­iza­tion in the world?

Dr. Wolf­gang Schmitz, founder and CEO of eurac estab­lish­ment and all-around expert on global lead­er­ship, knows the answers to these questions.

We’ve sat down with Dr. Wolf­gang Schmitz, inter­viewed him and talked about what Global Lead­er­ship is and what bene­fits you’ll miss out on if you don’t learn to be one.

Defining “Global Leadership”

Global lead­er­ship experts Joyce Osland and Mark E. Menden­hall define global lead­er­ship as “the processes and actions through which an indi­vidual influ­ences a range of internal and external constituents from multiple national cultures and juris­dic­tions in a context char­ac­ter­ized by signif­i­cant levels of task and rela­tion­ship complexity.”

The context, of course, is glob­al­iza­tion. The advance of tech­nology has brought us much closer and made it far easier for us to span coun­tries and cultures. Compa­nies, even small ones, expand inter­na­tion­ally, and end up employing or working with people from different cultures, with different belief systems, approaches, back­grounds, goals and values — while often being situ­ated in various locations. 

Global lead­er­ship is far more complex than domestic lead­er­ship, due to the pres­sures and dynamics of global compe­ti­tion that broaden the scope of a leader’s work. A global leader must under­stand and be able to manage cultural differ­ences, and allow a flex­i­bility in his or her lead­er­ship style to accom­mo­date them and make them work, grow and change together. 

The term “global leader” may also be misun­der­stood to mean that a leader must be part of an organization’s upper echelon; but that is as misleading as defining someone as a global leader just because they’re leading a global team. Anyone in the public, private, and nonprofit sector who leads global change efforts is a global leader. 

This includes people like Mother Teresa, Mahatma Gandhi, and Alexander the Great — people who were able to influ­ence others from all nations and walks of life to rally behind them, adopt their world views, and affect change in the world. 

Key Traits, Atti­tudes and Skills of Global Leaders

Atti­tudes come out of our values, and those atti­tudes orga­nize our skills.”

According to Dr. Schmitz, there are three levels of what it means to be a global leader: 

  1. Traits / Values
  2. Atti­tudes
  3. Skills / Competencies

Our values deter­mine the atti­tudes, which in turn influ­ence the skills required to develop into a global leader, as per the above-mentioned defi­n­i­tion. So let’s take a closer look at these three levels. 

The 4 Threshold Traits of Global Leaders

Dr. Schmitz defines four key traits — or “threshold” traits — for global leaders:

  • Integrity - the quality of being honest and having strong moral principles.
  • Humility - the quality of having a modest or low view of one’s importance.
  • Curiosity - the quality related to inquis­i­tive thinking such as explo­ration, inves­ti­ga­tion, and learning.
  • Resilience - the capacity to recover quickly from difficulties. 

These are the very basic values, the starting point, for any person to develop into a global leader. Without these threshold traits, people hardly develop the right atti­tudes and skills to success­fully lead a global team as a true global leader. 

The “Forward-to” Atti­tude of Global Leaders

A person’s atti­tudes develop out of their values and life expe­ri­ences. Our atti­tudes or belief-systems show the atti­tude and dynamic behind our values. 

Dr. Schmitz cate­go­rizes successful global leaders as having a “forward-to” atti­tude; meaning their posi­tive values and traits of integrity, humility, curiosity and resilience guide global leaders towards a posi­tive atti­tude in dealing with challenges. 

For example, instead of displaying an “away-from” atti­tude by not eating candy because it’s unhealthy, global leaders will approach their value of being healthy by eating fruits and vegeta­bles because they are healthy. They pursue the thing they want to achieve — being healthy — rather than focusing on what they want to avoid — not being unhealthy. 

See the differ­ence? Rather than thinking and contem­plating all the things that are preventing you from living a healthy lifestyle, focus on actu­ally living a healthy lifestyle. 

Global leaders are able to see beyond the reasons for prob­lems and focus on finding solutions.

The 4 Key Compe­ten­cies of a Global Leader

Global leaders’ most impor­tant compe­ten­cies and skills can be divided into two categories: 

  • The tech­nical and profes­sional skills and compe­ten­cies required to lead a team in a company- or work envi­ron­ment, like the ability to make ethical deci­sions, leading change, influ­encing stake­holders, archi­tecting and building community.
  • The skills and compe­ten­cies asso­ci­ated with connecting and relating with people who differ cultur­ally from each other and the leader, like (mindful) commu­ni­ca­tion, the ability to create and build trust, as well as multi­cul­tural compe­ten­cies, espe­cially when forming a team. 

To this day, compa­nies, univer­si­ties and acad­e­mies tend to focus on devel­oping a leader’s tech­nical and profes­sional skills and compe­ten­cies. But to be a successful global leader, your skills and compe­ten­cies must also encom­pass the second category. 

To include both global lead­er­ship cate­gories, eurac defines four core compe­ten­cies as the ground­work of true global leaders: 

  1. Global Busi­ness Expertise
  2. Intra-Personal Compe­ten­cies
  3. Inter-Personal Compe­ten­cies
  4. Multi-Cultural Compe­ten­cies

These four compe­ten­cies are based on a person’s values and atti­tudes, as described above and shown here: 

Can Anyone become a Global Leader?

According to Dr. Schmitz, anyone can become a global leader — as long as they’re willing to work on self-improve­ment and ‑devel­op­ment, and possess a forward-to attitude. 

This devel­op­mental readi­ness is key, and some people are better equipped with it than others. They are able to “move the needle further”, as Dr. Schmitz puts it, because they possess an intrinsic incen­tive to develop, rather than receiving that stim­ulus extrin­si­cally from outside influences. 

One thing is certain: whether you’re born as or make your­self into one, being a global leader is a life­long process of learning, prac­tice and transformation. 

The 4 Main Chal­lenges of Global Leadership

Dr. Schmitz sees four major chal­lenges for global leaders today. 

1. Managing the (global) complexity

Today’s global complexity, with its inter­de­pen­dence and ambi­guity, requires an intri­cate process of collab­o­ra­tion, discovery, archi­tec­ture and system thinking. 

2. Lead­er­ship effectiveness

Lead­er­ship effec­tive­ness is the biggest chal­lenge in leading orga­ni­za­tions today, no matter in which country they’re located, or whether they’re located around the world or not. They always have a specific set of lead­er­ship effec­tive­ness chal­lenges in common. 

Devel­oping manage­rial effectiveness

Global leaders face the chal­lenge of devel­oping the rele­vant skills to manage people, projects and processes, like time-manage­ment, priority-setting, strategic thinking, deci­sion making, as well as effec­tive­ness and effi­ciency at work. 

Inspiring and moti­vating others

Global leaders under­stand the value of a moti­vated team that feels inspired to work towards a common goal. Moti­vated employees are more satis­fied with their jobs and enjoy working at their company. But being the inspiring, moti­vating leader they need can be challenging. 

Devel­oping employees

Today’s managers are no longer just dele­ga­tors. As a global leader, a chal­lenging part of your job is also mentoring and coaching your team or employees. 

As Dr. Schmitz puts it with a twinkle in his eye: “As a global leader today, you are kind of a servant to your employees. In the past, your assis­tant brought you coffee; today, the global leader brings the coffee to their team.”

Global leaders today take on a service role as well as a lead­er­ship role. They’re respon­sible for creating the right settings for their employees to grow and develop, and to moti­vate them to do so. Global leaders are in charge of the devel­op­ment of their employees, so that they, in turn, can do a better job and achieve their goals.

Leading a team 

The most obvious factor of lead­er­ship effec­tive­ness is the leading of a team itself. The chal­lenge here is in team building, devel­op­ment and manage­ment. A global leader has to provide the team with the support they need, lead a big team success­fully, or take over a new team. Or even take over an already formed team that has been working well together for some time. 

3. Guiding change

Driving and guiding a global team — any team, really — through change is always a chal­lenge. A global leader must manage, mobi­lize, under­stand and lead the team, know how to miti­gate the conse­quences and over­come resis­tance. And he must do this contin­u­ously. As Hera­clitus said, “the only constant is change”. 

4. Managing internal stakeholders

A global leader doesn’t have only his team to think about, but the internal stake­holders, i.e. his managers, board of direc­tors, investors, including — yes — his employees and team members. A global leader must manage these rela­tion­ships, as well as the poli­tics and image percep­tions that come with them. He must gain support from managers as well as other depart­ments, groups and individuals. 

Why multi-national compa­nies — and the world — need global leaders

Compa­nies today exist in a world of complex social, econom­ical and polit­ical depen­den­cies. This creates a lot of chal­lenges. Of the 52% of multi-national corpo­ra­tions plan­ning to expand their corpo­ra­tions, only 16% report having enough global leaders to fill these crit­ical roles. 

Glob­al­iza­tion has changed our work-envi­ron­ment. Corpo­ra­tions today lack the skills to adequately meet the demands of a more and more connected world. Tradi­tion­ally educated, domestic leaders struggle to deal with these kind of complexities. 

In addi­tion to ethical and cultural chal­lenges, they have to deal with tensions and para­doxes, as well as contin­uous and at times disrup­tive changes in infor­ma­tion tech­nology. They are stuck in a complex, inter­con­nected and uncer­tain world, which leads to insecurity. 

The impact on mulit-national corpo­ra­tions is signif­i­cant. Dr. Schmitz says that “when leaders lack the skills to manage processes of collab­o­ra­tion, discov­ering, archi­tecting and system-thinking, they lose their orien­ta­tion to navi­gate the chal­lenges and fail to achieve a sustain­able finan­cial and econom­ical impact.”

Inter­na­tional advan­tages are procured by leaders with a global mindset, who are able to adapt rapidly to evolving, highly compet­i­tive markets. Global leaders master cross-cultural rela­tion­ships and create winning strate­gies by creating and inte­grating global perspectives. 

This is why a good educa­tion specif­i­cally for global leaders is essen­tial, according to Dr. Schmitz. A global lead­er­ship program like here at eurac that creates an effec­tive learning envi­ron­ment, and even guides large-scale efforts and changes across continents. 

Get more infor­ma­tion on global lead­er­ship in our Global Lead­er­ship Maga­zine, or make it even easier by signing up for our weekly news on all things Global Lead­er­ship here:

This article is based on an inter­view with Dr. Wolf­gang Schmitz. What ques­tions do you have now? Contact us and we’ll answer them.