Tables and Figures

Table 1.1 Importance Ratings for High- and Low-Global-Complexity Jobs

Table 1.2 Role-Behavior Correlations with Effectiveness Ratings for Managers in Low and High Global Contexts

Table 2.1 The Five-Factor Model as Measured by the NEO PI-R

Table 2.2 Personality Scale Correlations with Effectiveness Ratings for Managers in Low and High Global Contexts

Table 2.3 Personality Scale Correlations with Roles for Managers in Low and High Global Contexts

Table 3.1 Learning Behavior Scale Correlations with Effectiveness Ratings for Managers in Low and High Global Contexts

Table 3.2 Learning Behavior Scale Correlations with Personality Scales for Managers in Low and High Global Contexts

Table 3.3 Knowledge Scale Correlations with Effectiveness Ratings for Managers in Low and High Global Contexts

Table 3.4 Knowledge Scale Correlations with Personality Scales for Managers in Low and High Global Contexts

Table 3.5 Resilience Scale Correlations with Effectiveness Ratings for Managers in Low and High Global Contexts

Table 3.6 Resilience Scale Correlations with Personality Scales for Managers in Low and High Global Contexts

Table 3.7 Capabilities Importance Ratings for High- and Low-Global-Complexity Jobs

Table 4.1 Early Life and Adult Life Experience Correlations with Boss Effectiveness Ratings for Managers in Low and High Global Contexts

Table 4.2 Early Life and Adult Life Experience Correlations with Personality Scales for Managers in Low and High Global Contexts

Table 4.3 Early life and Adult Life Experience Correlations with Selected Capabilities for Managers in Low and High Global Contexts

Table 5.1 Heterogeneity of Group in Most Recent Domestic Job Correlated with Effectiveness Ratings for Managers in Low and High Global Contexts

Table 5.2 Correlations Between Organizational Demographic Variables and Managerial Effectiveness for Company A

Table 5.3 Correlations Between Organizational Demographic Variables and Managerial Effectiveness for Company B

Table 5.4 Correlations Between Organizational Demographic Variables and Managerial Effectiveness for Company C

Table 5.5 Correlations Between Organizational Demographic Variables and Managerial Effectiveness for Company D

Figure 1 A Conceptual Model of Predictors of Managerial Effectiveness in a Global Context

Figure 2 A Conceptual Model of Predictors of Managerial Effectiveness in a Global Context (Managerial Roles)

Figure 3 A Conceptual Model of Predictors of Managerial Effectiveness in a Global Context (Personality)

Figure 4 A Conceptual Model of Predictors of Managerial Effectiveness in a Global Context (Managerial Capabilities)

Figure 5 A Conceptual Model of Predictors of Managerial Effectiveness in a Global Context (Experience)

Figure 6 A Conceptual Model of Predictors of Managerial Effectiveness in a Global Context (Revised)

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