Assignment on Leadership and Management Roles in Global Environments
Introduction
Global leadership refers to the execution of influence by efficiently understanding the differential characteristics of individuals and enterprises that affect the success of organizations. Global leadership is a comprehensive structure that involves working with multicultural enterprises and coworkers. It entails the acceptance of differences among coworkers, including everyone believes and ideas into decision making and providing constant motivation to all employees. Global leaders should understand the internal and external challenges, including conflict management to achieve organizational goals.
The paper tends to evaluate the critical elements in global leadership and what management roles are played by leaders of multinational corporations to address these challenges. Global leaders face internal and external organizational challenges which include personal challenges, conflict resolution techniques, and transformative actions taken in the favor of organizations. Global leaders directly influence organizational performance, competitive advantage, and existence. Cultural diversity can be beneficial as well as challenging for the leader to utilize the cultural differences strategically.
Description
Global leaders are required to address organizational performance through constant monitoring and evaluation. They take strategic actions to increase productivity and achieve high performance. In order to generate the needed output, global leaders work hard to cope up with challenges and overcome conflicts. Firstly, the leaders face the personal challenges that refer to the emotional dimension of their personality. It refers to their decision-making abilities, their controlling behavior, working with subordinates and response to challenges. Global Leaders have international experiences of working with culturally diverse groups and mindsets ADDIN ZOTERO_ITEM CSL_CITATION citationIDIOq7S3ns,propertiesformattedCitation(Maranga and Sampayo, 2015),plainCitation(Maranga and Sampayo, 2015),noteIndex0,citationItemsid19,urishttp//zotero.org/users/5651625/items/LPNXCEDP,urihttp//zotero.org/users/5651625/items/LPNXCEDP,itemDataid19,typearticle-journal,titleManagement and leadership in a global environment,container-titleJournal of Management Policy and Practice,page83,volume16,issue1,authorfamilyMaranga,givenKennedy,familySampayo,givenJaime,issueddate-parts2015,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Maranga and Sampayo, 2015). This provides the advantage of diversity to the organizations and coming up with multiple innovative ideas.
Global leaders also have to face external challenges that are difficult to control and hard to manage. The external challenges are unpredictable and require effective communication skills and networking throughout the world. Early response is the best strategy for leaders to make decisions for external challenges which may harm the organizational productivity. However, the behavior of global leaders is supported by intuitive decision making on the basis of experiences and accumulative judgment. They do not prefer random decisions and response is based on rational thinking. Due to extensive global competition, they pre-planned programs and quick response to the newly emerging problems ADDIN ZOTERO_ITEM CSL_CITATION citationIDbnoT9M8b,propertiesformattedCitation(Robbins and Coulter, 2016),plainCitation(Robbins and Coulter, 2016),noteIndex0,citationItemsid11,urishttp//zotero.org/users/5651625/items/GEPRQCSL,urihttp//zotero.org/users/5651625/items/GEPRQCSL,itemDataid11,typebook,titleManagement,publisherPearson Education,publisher-placeHarlow,sourceOpen WorldCat,event-placeHarlow,ISBN978-0-13-391029-2,noteOCLC 951237988,languageen,authorfamilyRobbins,givenStephen P,familyCoulter,givenMary K,issueddate-parts2016,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Robbins and Coulter, 2018).
Global leaders work as Transformative leaders that require to motivate employees, they focus to increase their morale and trust in their manager. Global leaders also challenge the traditional rules and regulations in the system and need to make required changes for an effective outcome. The transformational challenges are quite risky as they can produce both positive or negative results. Thus, the leader and follower need to bring the whole person concept which requires the team to work collectively and do not blame one person in case of failure ADDIN ZOTERO_ITEM CSL_CITATION citationIDOPRaqH49,propertiesformattedCitation(Ready and Peebles, 2015),plainCitation(Ready and Peebles, 2015),noteIndex0,citationItemsid12,urishttp//zotero.org/users/5651625/items/R4VC5PM8,urihttp//zotero.org/users/5651625/items/R4VC5PM8,itemDataid12,typearticle-journal,titleDeveloping the next generation of enterprise leaders,container-titleMIT Sloan Management Review,page43,volume57,issue1,authorfamilyReady,givenDouglas,familyPeebles,givenM. Ellen,issueddate-parts2015,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Ready and Peebles, 2015).
The most important element of global leadership is Conflict Resolution , it refers to the effective role played by managers as facilitators and not controlers of the situation. It requires to showcase the high performance of leaders by resolving the differences between the groups and keeping the team members motivated to achieve unified goals. It requires bottom-up approaches and inclusive strategies to give importance to all subordinates. Global leaders encourage participatory actions to cope up with the complex challenges predicted to be faced by the organization. Conflict resolution intends to make the leader responsible for any act of displeasure in the organization. The leaders are required to solve any conflict within the organization and reduce the incidences of employees quitting their jobs. However, conflicts can arise externally as well, which can be better resolved through effective networks in the industry ADDIN ZOTERO_ITEM CSL_CITATION citationID4XJ2CYNn,propertiesformattedCitation(Nienaber, 2010),plainCitation(Nienaber, 2010),noteIndex0,citationItemsid13,urishttp//zotero.org/users/5651625/items/MI3T8GN3,urihttp//zotero.org/users/5651625/items/MI3T8GN3,itemDataid13,typearticle-journal,titleConceptualisation of management and leadership,container-titleManagement Decision,page661-675,volume48,issue5,authorfamilyNienaber,givenHester,issueddate-parts2010,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Nienaber, 2010).
Diversity is not always positive, as global culture creates chaos in management roles, and often asks for new techniques that lead towards displeasure to the organizational rules and regulations. The situation is further escalated when the organizational members do not agree on one point and encounter human rights violations at the workplace which is hard to ignore. Thus, global leaders should be in a position to build a framework that showcases the desires and opinions of all the groups. It also recommends educating the employees for better acceptance of new strategies ADDIN ZOTERO_ITEM CSL_CITATION citationID3ZjjSXqk,propertiesformattedCitation(Watkins, 2012),plainCitation(Watkins, 2012),noteIndex0,citationItemsid22,urishttp//zotero.org/users/5651625/items/5CYRMLQ7,urihttp//zotero.org/users/5651625/items/5CYRMLQ7,itemDataid22,typearticle-journal,titleHow managers become leaders. The seven seismic shifts of perspective and responsibility.,container-titleHarvard business review,page64-72, 144,volume90,issue6,authorfamilyWatkins,givenMichael D.,issueddate-parts2012,schemahttps//github.com/citation-style-language/schema/raw/master/csl-citation.json (Watkins, 2012). Training should also be given to global leaders to incorporate different tools in case of an irrational situation and compel the employees either by force, negotiation or collaboration.
How To Cope With Challenges
The global environment consists of multicultural organizations that entail diversity, which can be beneficial as well as a threat to organization growth. Employee diversity indirectly influence their performance and competitive advantage. However, multicultural organizations can achieve maximum benefit by strategically connecting different diversity groups. The rapidly increasing technological advancement enquire for innovative techniques to cope up with the challenges faced by the leaders. The market expansion and diversity entails competition and effective strategies to keep the employees informed and motivated to cater to such situations. The understanding of technology is a high aspect to succeed in the current scenario. thus, leadesr must possess effective communication skills by which they can deliver his/her consideration effectively. In today s world, global decisions are transferred through emails that require the leaders to master skills to use appropriate language. Also, proficiency in multiple languages is considered a plus point, however, the leader needs to respect other languages as well. Globalization has increased the threat of unequal distribution of benefits, where the deserving individuals may not be appreciated for their efforts. Thus, inequality leads to the destabilization of local enterprises (Ready, 2004). Thus, it is important for leaders to recognize each employees efforts and provide them with international exposure to get knowledge about international bargainings.
Global leaders require to bring out the intellectual capital of their organizations to the forefront such as Microsoft which acknowledged the intellectual capital of Bill Gates. It helps extraordinary employees to share knowledge and cooperate for better outcomes. Their experiences are based on evidence-based management which entails systematic use of available resources to overcome uncertainty. An organizational leader has a significant role in defining the fate of the organization. Leaders are required to have interpersonal skills to work with people from multiple cultures.
Conclusion
Organizations are highly preferring in global environments that integrate diverse groups into a unified team. A global identity tends to adopt a positive work culture, more openness to harmony and intelligence and leadership behaviors. Leaders are not only trained for on the job duties but are provided with experience and training of the global environment. The key to success for any leader is knowledge about effective problem solving and responsive behavior. Organizations face daily challenges, however, if a leader is good at handling the situation, he can cope up with any circumstances. Leaders who are not controlling, and like to work collectively with employees succeed in the global world. Global leaders are required to make constructive relationships with the world to effectively succeed in the global economy. They are required to sustain a positive environment within the organization by constantly motivating the employees. Employees utilize their expertise in the planning process and also openly provide suggestions to their leader. Thus, they will be able to work as a team and collectively respond to outside challenges.
References
ADDIN ZOTERO_BIBL uncited,omitted,custom CSL_BIBLIOGRAPHY Maranga, K., Sampayo, J., 2015. Management and leadership in a global environment. J. Manag. Policy Pract. 16, 83.
Nienaber, H., 2010. The conceptualization of management and leadership. Manag. Decis. 48, 661 675.
Ready, D. A. (2004), Leading at an enterprise level, MIT Sloan Management Review, Pp. 87-91.
Ready, D., Peebles, M.E., 2015. Developing the next generation of enterprise leaders. MIT Sloan Manag. Rev. 57, 43.
h9hbq56h9hbq hDh
hN h
h
hDh8xh.nhDh.n6h
hDh.n hDhC (@TV.8.dfh8pr LN L v z 8PV4RZd,L,h,,h hhhnh_hyhh4 hMhMhMjhUh hCFh hCFh4hh9h456h9hbq56h4hpu,..N.P.n.p....../R/T/V/
5 55@5H55556b6j6p6677v7x7778888l999AAAAABrBzBBBB6CtCxCLDDDDBEEEEFFpFrFtF
L LL,LMhhr hMhMjhMUhMhI hhjhUhh hhLMMMMMMMMNNvPPPQQbQhQpQQQ4RRRRRRRRXSZSSSSSSTTTTT@UfUUUVdVPXlXrXvXxXzXYY@ZZ JLNdh9hbq56h9h_hNhnh4hlhhhh6Oh4h456 h56 h456hhMhrBd__4abb
bccc4cZccccefggbgxgzghhhkkmmmmm mmmm(mm,m.m0m2mFmPmRmmmbmdmfm hDh(
hc.50JuhDh(0JjhDh(0JUhA.h
hjhU hDhj hnhnjhnhnUhWhb756 hW56hbqhc.5hnhWhyhJZhh-21fmjmlm hDhj2468@BD V dgdpu dgd Kdgd9
(dagd9
(dagd8x
(dagd
dgdDVNF5AMMYNdggxghijdkkmmmdgdndgdn
dagd9 dgd
dgd9 dgddgd4 dgd9m mmmm,m0m2mfmhmjmlmdgdnagd.n 5
01hpxm/ j 2 0@Pp2( 0@Pp 0@Pp 0@Pp 0@Pp 0@Pp 0@Pp8XV OJPJQJJ_HmH sH tH @@ NormalCJ_HaJmH sH tH DAD Default Paragraph FontRiR Table Normal4
l4a (k (No List 4@4 .nHeader
4 4 .nFooter
.)@. .n Page NumberD aD MP Bibliography002 @,Mdfmlm789Vmlm3 8 aI9/ 022QQQQQQ22G.x Times New Roman5Symbol3 .x ArialABCambria Math@ haDtx4d2X j2xxmuhammadtehreemabcUnknownu-2DxC
C I
zVMuW4Kz(A.L.5s13c.5 N6.189 cZNANBeHiH K MSySOW1XZJZlZy4xbVeixm.nbqQrlstsw8xJb7OZjhK
0Ml1KW49
l3re(CCFO,blQl6OnanN8( O_puINRlq
FMicrosoft Office Word 97-2003 Document
MSWordDocWord.Document.89qbSources SelectedStyleHarvardAnglia2008OfficeOnline.xsl StyleNameHarvard - Anglia Version2008 xmlnsbhttp//schemas.openxmlformats.org/officeDocument/2006/bibliography xmlnshttp//schemas.openxmlformats.org/officeDocument/2006/bibliography/bSourcesxml version1.0 encodingutf-8 standaloneyesdsdatastoreItem dsitemIDFAD7A32C-F442-4745-A42B-C4AB05409828 xmlnsdshttp//schemas.openxmlformats.org/officeDocument/2006/customXmldsschemaRefsdsschemaRef dsurihttp//schemas.openxmlformats.org/officeDocument/2006/bibliography //dsschemaRefs/dsdatastoreItemOh0
P Xhp
muhammadtehreem@P@abc@LCMicrosoft Office Word22Normal@9.,D.,( hp
