Expatriate leadership of USAID projects is complex, this title seeks to unravel those complexities. Expatriate leaders frequently find project success elusive, due to a multiplicity of factors, from adapting to a developing country’s socio-political-economic conditions to USAID’s policies. This book aims to explain why success is elusive.

Leaders present lessons learned, strategies, challenges, and successes in easy-to-read narratives highlighting their diverse experiences with context, culture, power, gender and sustainability.

The widening gap between the requirements of multinational organizations and the strategic and managerial abilities of their leaders, many of whose core experiences predated the globalization of business, has created the need for this book. Editors Mark E. Mendenhall, Torsten M. Kühlmann, and Günter K. Stahl have organized the results of their research—and that of their colleagues in the fields of leadership development, international management, and organizational psychology—for the benefit of scholars and practitioners alike. After surveying current practices to bring the reader up to speed on global leadership development as pursued by the United States, Germany, Japan, and with regard to women in leadership positions, the book's focus shifts to a discussion of effective organizational processes. In the third and final section, contributors analyze the research that has been done on extending human resource management functional practices—such as selection instrumentation, the use of assessment centers, multinational work groups, cross-cultural training programs, and repatriation policies—to global leadership development. The editors define and analyze global leadership and, in their review of the research, clarify exactly what we know and don't know about developing global leadership skills and what it might be profitable to learn. Practitioners will benefit from the contributors well-grounded insights into such issues as the key distinctions between global and domestic corporations, which dimensions of competency transcend internal corporate leadership dimensions, and how global leadership competencies should be developed.

The selection - development - support framework described in this report not only identifies the important factors to consider when working overseas but also specifies ways to develop a talent pool of effective expatriates.

This volume provides in-depth examinations of a variety of individual, social, and environmental factors that contribute to the success of expatriate employees. Using data from numerous large-scale studies from both the public and private sectors, this volume provides valuable insights into expatriate success with implications for both theoretical understanding and practical management. The authors explore factors that influence employees to pursue expatriation, contribute to expatriate adjustment and satisfaction, and ultimately drive expatriate performance, well-being, and success. The chapters in this book consider the role of sociodemographic characteristics, personality and individual differences, training and preparation, and social and organizational support in contributing to each of these outcomes. Using findings from diverse countries and sectors and data-focused analytic techniques, this volume provides novel insights into factors promoting expatriate success.