多元文化经历对领导者能力及发展的影响

随着全球化发展的深入, 越来越多的企业领导者具有多元文化经历。多元文化经历是指个体具有直接或间接与外国文化元素或人群进行交互的经历。拟从领导者发展(leader development)和领导力发展(leadership development)两个层面, 全面地探讨多元文化经历对企业领导者能力形成及发展的影响：第一, 探讨多元文化经历对领导者能力发展(包括个人层面、关系层面和社会层面能力)的影响及内部机制; 第二, 探讨多元文化经历对领导力发展(包括领导力涌现、领导力选拔和领导力效能)的影响及内部机制。项目成果不仅能够丰富领导者能力形成与发展等组织管理相关理论, 还能为企业的全球化管理及国际化人才培养实践提供建议。

The effect of multicultural experiences on the capabilities and development of leaders

With a further deepening of globalization, an increasing number of business leaders now have multicultural experiences. Multicultural experiences refer to an individual's direct or indirect experiences of encountering or interacting with elements of foreign cultures and/or foreigners. In recent years, as the business practice is placing higher emphasis on the multicultural experiences of leaders, researchers are beginning to investigate the role of leaders' multicultural experiences in organizational management. Based on the current research findings and latest research progress, this study aims to explore the impact of multicultural experiences on leaders' capabilities and development from two levels—leader development and leadership development. First, we investigate the impact of multicultural experiences on leader development (including the individual-level, relational-level and collective-level capabilities) and the underlying mechanisms. In Research Module 1, based on the theory of integrative complexity, we explore the effects of leaders' multicultural experiences on their capabilities at the individual level (including innovation, problem-solving, and self-regulation capabilities) and relational level (interpersonal communication), the mediating role of integrative complexity, and the moderating role of leaders' engagement in multicultural experiences and intercultural distance. In Research Module 2, we investigate the effects of leaders' multicultural experiences on their collective-level capability (ethical decision-making) and the underlying mechanisms. We also discuss the differentiated effects of the breadth and depth of multicultural experiences on leaders' ethical decision-making. Second, we investigate the effects of multicultural experiences on leadership development (including leadership emergence, leadership selection, and leadership effectiveness) and the underlying mechanisms. To be more specific, in Research Module 3, we investigate the impact of different types of multicultural experiences on leadership emergence, leadership selection, and leadership effectiveness, the mediating role of perceived resource availability, in-group similarity and interpersonal effectiveness, as well as the moderating role of leader-team fit. The theoretical contributions of this paper are mainly threefold. First, our study explores the relationship between multicultural experiences and leadership against the backdrop of globalization and expands the research scope of multicultural experiences into organizational management settings. Second, our study introduces multicultural experiences into leadership research and explores the impact of global changes on leadership, providing new context and insights into leadership research. Third, the study takes the perspective of integrative complexity theory to reveal the mechanisms behind the effects of multicultural experiences on leaders' capabilities development through the lens of individual cognition and experiential learning. Moreover, the study provides implications for global management and international talent fostering practices.