Selecting expatriate managers: key traits and competencies

Joe Jordan (Manchester School of Management, UMIST, Manchester, UK)
Sue Cartwright (Manchester School of Management, UMIST, Manchester, UK)

Leadership & Organization Development Journal

ISSN: 0143-7739

Publication date: 1 April 1998


Selecting expatriate managers for an international assignment has been hindered not just by a lack of empirical studies testing construct predictors, but more importantly, by a lack of clearly defined traits and competencies that can, in the first place, be introduced as construct predictors of success. This lack of clarity is largely owing to small variations in semantic differences in describing success factors rather than any conceptual differences in the factors themselves. This review article makes the distinction between stable personality factors, and core behavioural competencies in the development of construct predictors based on recurrent themes within the literature. Three personality attributes of low neuroticism, moderate extroversion, and high openness to experience, and four core expatriate competencies of relational ability, cultural sensitivity, linguistic skill, and ability to handle stress, are identified as crucial selector variables over and above factors typically taken into account in a domestic selection decision.



Jordan, J. and Cartwright, S. (1998), "Selecting expatriate managers: key traits and competencies", Leadership & Organization Development Journal, Vol. 19 No. 2, pp. 89-96.

Download as .RIS




Copyright © 1998, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.