Global ACE uses the Global leadership Competency Pyramid (Bird & Osland, 2004) as its conceptual framework and evaluates participants in terms of eight specific competencies found to influence global leadership effectiveness. Assessment occurs in three phases.
- The Watson Glaser Critical Thinking Appraisal, one of the most widely used assessments in the business world, looks at an individual’s critical thinking and decision making abilities and measures his or her ability to make correct inferences, recognize assumptions, come to conclusions, and interpret and evaluate arguments.
- The Thomas-Kilmann Conflict Mode Instrument, or TKI, assesses an individual’s behavior in a conflict situation. It defines five modes of responding to conflict and scores how often each mode is used: competing, accommodating, avoiding, collaborating, and compromising, and rates each individual on a scale for each mode.
- The SchoolPlace Big Five Profile by CentACS is a personality assessment. It measures an individual’s need for stability, extraversion, originality, accommodation, and consolidation, and goes in depth with multiple subtraits for each dimension.
- The Intercultural Effectiveness Scale, or IES, measures an individual’s ability to interact effectively with people from cultures different from their own. It measures 3 dimensions of intercultural effectiveness: continuous learning, interpersonal engagement, and hardiness.
In the second phase, participants complete three written assignments that mirror the type of work that they might encounter as a manager in a global organization. For example, one exercise involves preparing an email response to two managers in conflict with one another over certain planning decisions.
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In the third phase, participants engage in role-playing activities that mirror a “day in the life” of a global manager, e.g., a meeting with other managers to make a hiring recommendation, a meeting with a disgruntled, influential stakeholder and so forth.