Are you willing to do what it takes to become a senior global leader? Explaining the willingness to undertake challenging leadership development activities

Abstract

Although the importance of on-the-job-learning as a global leadership development tool has been widely acknowledged by both scholars and practitioners, there is limited research on the willingness of employees to undertake such challenging assignments. Building on social exchange theory, we examine potential factors explaining the willingness of individual employees to undertake challenging global leadership development activities, such as cross-functional and international assignments and assignments related to reorganisations or new businesses. Our analysis of 427 individuals from 14 multinational companies reveals that the willingness to accept on-the-job challenges is positively associated with knowing that one has been formally identified as talented, identification with corporate values, and acknowledgement of the effectiveness of developmental assignments. Previous experience of working or studying abroad, and cross-functional experience also turned out to be positively related. Interesting differences emerged with regard to international versus domestic assignments.

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