From Experience to Experiential Learning: Cultural Intelligence as a Learning Capability for Global Leader Development
研究提出一个过程模型，说明文化智力如何帮助国际派遣人员将工作经验转化为学习成果，从而促进全球领导力发展，对组织选拔和培训有指导意义。
Although international assignments are recognized as important mechanisms for developing global leaders in organizations, existing research has focused primarily on leaders' performance during international assignments, rather than on the developmental outcomes gained from such assignments. We integrate research on experiential learning and cultural intelligence to propose a process model that focuses on how leaders translate their international work assignment experiences into learning outcomes critical for global leadership development. Our model positions cultural intelligence as a moderator that enhances the likelihood that individuals on international assignments will actively engage in the four stages of experiential learning (experience, reflect, conceptualize, experiment), which in turn leads to global leadership self-efficacy, ethnorelative attitudes toward other cultures, accurate mental models of leadership across cultures, and flexibility of leadership styles. Our model has major implications for the selection and training of individuals, as well as organizational practices related to international job assignments from a developmental perspective.