The paper “ Leadership in the Global Context ” is an intriguing example of the literature review on management. Leadership is defined as a way of influencing people in order for them to produce change or achieve goals. Hence from the above definition, it is evident that leadership is important in creating organizational change. Additionally, it is evident that due to the fact that leadership is influencing, it is communicative in nature. Transformational leadership is one of the leadership styles that has been developed in the global world. Transformational leaders in most cases try to shape the meaning of the followers, particularly their works meaning.
Transformational leadership emerged during the awakening of globalization. According to Cheney, George et al (2011, p. 185), in the 1980s, the global economy was emerging and as a result the pace of change of increasing. Americans feared being overtaken as an economic power while japan was increasingly emerging as a world power. This made US organizations to realize the necessity of change in order to compete successfully. Hence, transformational leadership fits the notion that there is a need for leadership to change the organizations particularly for the global economy as well as the emerging forms of competition. The current global business environment is not only evolving, challenging, and exciting but also marked by multiculturalism, complexity, and change (Cheney, George et al, 2011, p.
189). Consequently, most organizations are involved in challenging processes such as absorbing competitors or being acquired by other companies or in some cases being responsible for complicated reorganizations globally (Beechler & Baltzley, 2008, p. 16). The mentioned situations are likely to result in management and communication challenges and this can only be addressed if change management and cross-cultural management strategies are imperative.
With the mentioned combination of the strategies, management has adapted tools and concepts with an aim of bridging the cultural differences, maneuvering the dynamics of organizational culture as well as aligning and engaging people in order to achieve the organizational objective in a global context.
Bartlett, C.A. and Ghoshal, S. (2002), “What is a global manager?” Harvard Business Review, Vol. 70 No. 5, pp. 124-32.
Bennis, W.G. & Thomas, R.J. (2002), “Crucibles of leadership”, Harvard Business Review, Vol. 80 No. 9, pp. 39-45.
Bernhut, S. (2002), “Primal leadership with Daniel Goleman”, Ivey Business Journal, Vol. 66 No. 5, pp. 14-15.
Birchall, D., Hee, J.T. & Gay, K. (1996), “Competencies for international management”,
Singapore Management Review, Vol. 18 No. 1, pp. 1-13.
Black, J.S., Morrison, A.J. & Grgersen, H.B. (1999), Global Explorers: The next Generation ofLeaders, Routledge, New York, NY.
Beechler, S., Baltzley, D. (2008), "Creating a global mindset", Chief Learning Officer, Vol. June pp.40-5.
Cheney, George A., et al (2011). 'Leadership old and new : direction, coordination, facilitation, and inspiration' In: Organizational communication in an age of globalization : issues, reflections, practices / George A. Cheney, Christensen, Lars Thoger, Zorn, Theordore E. & Ganesh,Shiv. 2nd ed. Long Grove, Ill. : Waveland Press, c2011. Chapter 7, pp. 181- 214.
Corporate Leadership Council (2003), "Global leadership development", Corporate Executive Board, Vol. January pp.1-15.
Forbes (2011). Walmart CEO Mike Duke Shifts Approach retrieved from http://www.forbes.com/sites/georgebradt/2011/03/01/walmart-ceo- mike-duke-shifts- approach/ on September 25, 2013.
Goldsmith, M., Greenberg, C.L., Robertson, A., Hu-Chan, M. (2003), Global Leadership: The Next Generation, Financial Times. Prentice-Hall, Upper Saddle River, NJ.
Kramer, R.J. (2005), "Developing global leaders: enhancing competencies and accelerating the expatriate experience", Research Report 1373-05-WG, The Conference Board, New York, NY.
Montgomery, C.A. (2008). Putting leadership into strategy. Harvard business review, 86 (1), 54-60
Nardon, L. & Steers, R.M (2008). Learning cultures on the fly. Organizational dynamics, 37 (1), 47-59.
Segil, L., Goldsmith, M., Belasco, J. (Eds) (2003), Partnering: The New Face of Leadership, AMACOM, New York, NY.
Regester, M. & Larkin, J. (2008). 'Issues management defined' In: Risk issues and crisis management in public relations: a casebook of best practice /
Michael Regester & Judy Larkin. 4th ed. London; Philadelphia: Kogan Page, 2008. Chapter 2, pp. 39-48.
Rhinesmith, S.H. (1993), A Manager's Guide to Globalizations: Six Keys to Success in a Changing World, Business One Irwin, Homewood, IL.
Senge, Peter, M. (1990). 'Personal Mastery' In: The fifth discipline: the art and practice of the learning organization / Peter M. Senge. Milton's Point, Sydney: Random House, 1990. Chapter 9, pp. 139-173.
Stogdill, R. M. (1999). Handbook of leadership: A survey of the literature. New York: Free Press.