This report investigates characteristics of managers who work across the borders of multiple countries simultaneously. Chapter 1 sets the stage by introducing the work of global managers--what they do and how it is different from managerial work in a domestic context. Chapter 2 investigates the relationship of personality to effectiveness in a global role and considers personality as a precursor to the presence of the skills and capacities necessary for effectiveness. Chapter 3 explores the relationship between learning capabilities (self-development, perspective taking, and cultural adaptability) and managerial effectiveness. Chapter 4 explores how being a cosmopolitan--an individual who has lived and worked in many countries and speaks a number of languages--may increase the likelihood for effectiveness in a global role. Chapter 5 focuses on the influence of workgroup heterogeneity and homogeneity on effectiveness. The final chapter concludes with a discussion of what global managers do, what it takes for a manager to be effective when the work is global in scope, and how global managers can be selected and developed. Appendices contain a participant background form; scales and alphas; alphas and intercorrelations among Five-Factor Model, international experience, role behavior, and performance variables; and hypotheses organized by questions of interest. (Contains 187 references.) (RT)