Globalization and Leadership Trends - Coursework Example

Running head: LEADERSHIP IN A GLOBALIZED ENVIRONMENT Client inserts his/her name Client inserts tutor’s name Subject of Study Date Globalization and Leadership Trends. Globalisation is the process, state or concept that refers to the growth of interdependence between organizations, governments and companies on a worldwide scale. It evolves partly because of increasing international trade across countries and because of various changes in the international business environments. Globalisation of industries, organizations and markets is fuelled by technological, economic, social and political forces all of which have a great bearing to leadership (Goldsmith, Greenberg, Robertson, & Hu-Chan, 2003). Globalisation of institutions, organisations and market creates good opportunities as well as challenges for global leaders. Every leader faces a set of opportunities and challenges unique to his/her organisation’s way of doing things, customer changes and technology. Globalization, as a new concept has unfolded as organizations begin to grow outside country of origin boundaries to multi-national organizations. Leadership in a globalized environment involves tapping human resource from many countries as well meeting customer needs and tastes (Goldsmith et al., 2003). This is possible with the understanding that customer base includes people from various backgrounds and tastes in different locations in the world. Therefore, it takes a leader with global mind-set to provide vision and direction towards achieving global organization objectives. This paper will address leadership opportunities, challenges and changes that have come up due effects of operating in a globalized environment (McCall & Mobley, 2001). Globalisation is here to stay. It is integrated into the daily lives of many people especially with the introduction of social media websites such as Twitter, Facebook etc. Companies and organizations as well as individual people are going global. Both companies and individuals are making friendships all over the world with people who are so many miles away. Advertisements and recruitment drives are done online. Technology is creating a virtual market where supplies meet demand (McCall & Mobley, 2001). Many factors in the globalized environment are transforming the context of leadership. Globalization and information technology advancements lead to increase in competition among global organizations. This in turn cause emergence of new organization leadership models to keep in congruence with emerging trends. Mergers and alliances lead to boundary integration which places relentless emphasis on collaboration as a means of enduring harsh economic global challenges (Mendenhall, Oddou, Osland, Bird, & Maznevski, 2012). The need to keep innovating is influencing recruitment of a knowledgeable workforce that is competitive and adaptable to frequent changes of the working environment and situations. Advancement in information technology brings about new working practices either to make work easier or to improve productivity and efficiency as this time when organizations have to manage large volumes of information and communications. However, new information technologies demand new working strategies more so to safeguard organizations from vices that come along with technology (Mendenhall et al., 2012). Globalisation is spearheading changes from traditional patterns of leadership. In a globalized environment, competitors are often the supplier, partners and customers of an organisation. Organization boundaries are disappearing due to increase in partnership and mergers among global organizations. This complex environment necessitates the need for effective leadership. A global leader is expected to manoeuvre the uncharted and mostly unanticipated global changes and shifts to bring value to investors, employees, customers and partners (Lauder, Brown, Dillabough, & Halsey, 2006). However, some principles of effective leadership remain the same. Even after globalisation, leaders remain accountable for organization results. They have the obligation to provide and communicate organization vision to the rest of the employees. Moreover, leaders have to be good role models by demonstrating high integrity. Other qualities that remain unchanged include; focussing on results (result oriented leadership) and ensuring customer satisfaction. Such leadership competencies have been in place before globalisation and they remain worthy for effective leaders in a globalized environment (Lauder et al., 2006). Nevertheless, newer concepts and practices in effective leadership are emerging. The first is the ability of global leaders to think globally. Thinking globally is fuelled by increase in global trade and e-commerce. Technological advancement allows global leaders to tap human resource from all parts of the world. For example, computer programmers can USA can communicate with designers in Britain to produce products manufactured in Japan and sold in Kenya. Leaders are expected to think globalised as citizens of a global world in order to meet demands of a globally connected market (Jokinen, 2005). Global leaders understand legal and political ramifications of working in different regions of the world. Most significant is the understanding of global economic trends in order to have a competitive advantage. In order for leaders to be able to bring value to their organizations, they require understanding of global economic policies, rules and regulations. Moreover, they need to live and spend time in different regions of the world so as to learn how to accommodate cultural diversity in their organizations. Leadership needs an expanded field of vision to manage global production, marketing and sales employees (Jokinen, 2005). The second concept is understanding cultural diversity. Globalisation is increasing demand for global leaders who have the ability to understand, appreciate and motivate organization employees in multiple cultures. Working with people from diverse regions of the world and more specifically people with diverse cultures is not a simple thing. An appreciation or recognition that can elicit feelings of pride in one person can be an insult to another person from another cultural background. This is because, meaning of issues is different just like the differences in cultural backgrounds(Goldsmith et al., 2003). Leadership in a globalised environment require appreciating and respecting diversity in leadership style, individual behaviours and values. Leaders require social skills that manage cultural differences in a workplace. In addition to that, it is becoming increasingly important for leaders to understand what motivates employees from certain backgrounds. Such skills enable a global leader to work across diverse nations, states and regions where people have diverse interpretation of issues. Religious difference is the most significant cultural diversity. Global leaders should respect religious beliefs and practices (Bayne, 1999). Thirdly, technological savvy is very important for leaders to attend to global information sharing and communication needs. Globalization is a virtual network that operates through technology. Needless to say, globalisation could not be where it is without transport and information technology advancement. Information and communication forms the back born to globalisation. Therefore, leaders require technological knowhow in order to work effectively in this virtual network called globalisation (Heffron, 2009). Strategic planning in organizations involve application of technological innovations in producing, managing, marketing and selling products. Effective leaders must lead their organizations in adopting to these technologies so as to gain a competitive advantage. Moreover, it promotes success of the organisation and helps the organization to meet global demands. Information technology has its own drawbacks to the organisation. Hence, leaders require to be swift in identifying such challenges and addressing them so as to ensure the organisation remains competitive through positive application of technology (Heffron, 2009). Fourthly, globalisation influence leadership through changes in the role of customers, suppliers and competitors. Traditionally, it was clear who the organisation friends were (customers and suppliers) and who the organization enemies were (competitors). However, with globalisation trends, these roles are blurred. Leaders build partnerships and alliances with everybody. Moreover, leaders are willing to share authority and decision making with colleagues in order to make the right partnerships that will propel growth of their organisation .(Harris, Moran, & Moran, 2004) Building partnerships is one the key competencies of a global leader. It requires more accommodative than authoritative leaders. In this globalized world, leaders learn the skill of building long-term and strategic partnerships that are safe for the organization. Such partnerships are made either internally or externally but maintaining the organisation focus. Moreover, global leaders have the responsibility to leverage those partnerships so as to ensure the objective of the organisation are met amicably (Harris et al., 2004). In this kind of an environment, sharing leadership is not optional. Chief executive officers are no longer sole decision makers of the organization. This is because they work alongside more experienced and knowledgeable employees. Unlike in the past, globalisation require modern leaders to struggle for integration and not for control. Leaders encourage information sharing within the organization. This will generate creative ideas from the more knowledgeable employees thus providing a competitive advantage to the organization (Harris et al., 2004). Globalisation welcomes interchange of great ideas from different people of diverse academic qualifications and experience in varied regions of the entire earth. Globalized people are more outspoken. Before globalisation, leaders used to be more authoritative and dictatorial. Their wishes were highly respected. Nowadays, leaders can only make decisions upon consultation with other stakeholders. Failure to which, they risk being prosecuted and stand accused. Therefore, a leader with a global mind-set appreciates diversity of ideas, respects people’s rights to take the organisation to greater heights (Brzezinski, 2009). The shift from authoritarian leaders who believed in strict rules and doing things with orders is brought to an end by globalisation. There is a tendency for modern leaders to respect opinions from stake holders so as to meet client needs. Leadership changed from the usual single chief executive officer to a panel of directors who need to consult and share views before a decision is made. In the contemporary society participative leadership is inevitable. This makes work environment more flexible and the leader is able to make use of the knowledge from more experienced members of the group (Morrison, 2000). In a global world, leadership is based on scientifically proven concepts and theories. Strategic planning and employee motivation are essential concepts when running an organisation. Leaders are made seek expert advice to solve challenges that arise in their organization so as to view it in a global mind-set. Moreover, leaders interact with diverse teams with different aspirations and abilities. To control or influence these teams, leaders need to apply scientifically proven methods. Such methods guarantee performance and unity of team members (Ghemawat, 2005). Global leadership skills and mind-set is a highly valued asset for sustainable competitive advantage for organizations that are working to remain relevant in the global field. Over the last decade, globalisation overwhelmed leaders thereby creating a need to nature better leaders who with a global mind-set and who are prepared to handle the unanticipated turbulence that comes with it. Globalization is a leadership concept that needs to be studied and taught to aspiring future leaders. This is because effective leadership should be able to manage challenges emanating from globalisation comfortably (Ghemawat, 2005). In conclusion, leadership competencies are evolving just like globalisation. Newer competencies that include agile leadership and more creative competencies are emerging New leadership opportunities as well as challenges are as a result of globalisation. Therefore more competent leaders should be natured to meet the requirements of globalization. Globalization challenges demand new generation of leaders who anticipate trends and act proactively while responding to challenges and opportunities that come with it (Caldwell, 2003). Leadership theories that feature global leadership style are very useful in helping aspiring leaders prepare for global leadership. There is a paradigm shift from directive and autocratic leadership to a more democratic and participative leadership. The definition of effective leadership, due to globalization is supported by a variety of issues that range from technology advances, attitudes and increased interdependence of nations, organisations and people. Globalisation demands new leadership skills, mind-set and character (Caldwell, 2003). Judge Sang-Hyun Song Leadership and Communication style. A leader’s style of leadership is his/her way of providing direction, implementing organisation plans and encouraging his team to achieve organisation objectives and targets. Many leadership that are applicable in diverse professions exist. They include; authoritarian, paternalistic, democratic, laissez-faire, transactional and transformational leadership. It is possible for a leader to exhibit different leadership style based on the situation at hand. Sang-Hyun Song can be described as a transformational and democratic leader. He is the current president of the International Criminal Court. The most important aspect of globalised leader is his/her communication skills. Effective communication enable a leader to understand, inspire and motivate people so as to meet the obligations of an institution. Judge Sang Hyun Song is such a leader. He has provided leadership to the international court of last result (J. S.-H. Song, Tarfusser, Kourula, & Trendafilova, 2013). This court is composed of employees from diverse nations of the world. However, Judge Sang Hyun Song is able to motivate them beyond cultural diversity concerns to fulfil the objectives of a court with high reputation. Judge Song was born in 1941 and has extensive knowledge in areas of court management. His qualifications in law speak in volumes about him. He is quite knowledgeable in matters of law. Hence he is able to offer expert leadership to other judges of The International Criminal Court. His expertise in law is increased by his long period (more than thirty years) of training in Higher Education Institutions as a lecturer. He was a professor of law at Seoul National University Law School, since 1972 (International Criminal Court, 2009). He held visiting professorship from many law schools such as Harvard and Melbourne among others. He has founded many legal aid centres for women and children. He first served as a judge- advocate in Korea army and later as a foreign attorney general. He is also vast with experience in international law. He is qualified with international humanitarian law and human right. This international knowledge provides him with skills necessary to work with people from different countries and cultural backgrounds. Such knowledge and experience has enabled him to work beyond Korea (International Criminal Court, 2009). Judge Song is a modern globalised leader. The position he is serving as the president International Criminal Court (ICC) provokes him to work with people from all countries. He is always available to those who would like to talk to him. He is dedicated to work. He has always met deadlines with ease. The high number of speeches he delivers per day is a testimony of his handwork. The most admirable character of Judge Song is the ability to lead by example. Other judges look up to him and learn from his dedication for work (Kirkbride, 2006). Many people are not familiar with Judge Song. This is probably because he maintains a low key profile although he is holding a quite influential position in the world’s highest court of appeal. His conversations are of a humble person who has respect for his seniors, juniors and colleagues. These and many other attributes have contributed greatly to his success as a leader of a global institution. Some people misunderstand his tendency to maintain low profile as an inactive leader. However, majority believe that it is the best way to head such an organisation that controls is in charge of human race in the entire world (J. S.-H. Song et al., 2013). Being a democratic leader in-charge of a legal affairs institution, Judge Song is has depicted himself as a highly consulting leader. This is evident because at no time have judges disagreed with his rulings and ways of doing things. He is known to respect the work of other judges and workers at ICC. Such kind of leadership promotes individual responsibility and accountability. Moreover, it promotes good working environment that motivates employees to exploit their creativity towards meeting an institution goals. He is loved by many of his workmates and he is always at peace with everybody (S.-H. Song, 2012). In conclusion, effective leadership is about building a strong and motivated team from diverse backgrounds and nationalities. Usually, such teams possess varied talents and skills that leaders tap to achieve institutional objectives. The ability to influence such dynamic teams is based on the right communication and leadership style. Judge Song is a living example of a leader who can work with people from all parts of the world towards achieving a common agenda (S.-H. Song, 2012). References Bayne, N. (1999). Continuity and Leadership in an Age of Globalisation. The G, 8, 21–44. Brzezinski, Z. (2009). The choice: Global domination or global leadership. Basic Books. Retrieved from http://books.google.com/books?hl=en&lr=&id=5p7-CrFrjc0C&oi=fnd&pg=PR9&dq=global+leadership&ots=CqQH_LYMCf&sig=sJ6jMTwaisDO7uTH16hk-xuB_k8 Caldwell, B. (2003). A blueprint for successful leadership in an era of globalization in learning. Reshaping the landscape of school leadership development: A global perspective, 23–40. Ghemawat, P. (2005). Regional strategies for global leadership. Harvard business review, 83(12), 98. Goldsmith, M., Greenberg, C., Robertson, A., & Hu-Chan, M. (2003). Global leadership: The next generation. Ft Press. Retrieved from http://books.google.com/books?hl=en&lr=&id=uSbhIKM3hZIC&oi=fnd&pg=PR21&dq=global+leadership&ots=YFoTpcZiKz&sig=0erde_7kl1foaPQGsC_8XjTDs-w Harris, P. P. R., Moran, R. T., & Moran, S. S. V. (2004). Managing cultural differences: Global leadership strategies for the twenty-first century. Routledge. Retrieved from http://books.google.com/books?hl=en&lr=&id=cWuLurrWvLQC&oi=fnd&pg=PR1&dq=global+leadership&ots=Jsi187Qd17&sig=pcfj1L-2C48YyILwdh_gMC8cCwY Heffron, J. M. (2009). Leadership for development: What globalization demands of leaders fighting for change. Kumarian Press. Retrieved from http://books.google.com/books?hl=en&lr=&id=aPo6l08rYkwC&oi=fnd&pg=PR9&dq=globalisation+and+leadership&ots=I-DYJlE3A0&sig=cyLZSq3KSCMhy2Y0ibuSEVomIbc International Criminal Court. (2009). Judges and the Presidency. Retrieved September 29, 2013, from http://www.iccnow.org/?mod=judgespresidency&idudctp=20&order=authorasc Jokinen, T. (2005). Global leadership competencies: a review and discussion. Journal of European Industrial Training, 29(3), 199–216. Kirkbride, P. (2006). Developing transformational leaders: the full range leadership model in action. Industrial and commercial training, 38(1), 23–32. Lauder, H., Brown, P., Dillabough, J.-A., & Halsey, A. H. (2006). Education, globalization, and social change. Oxford university press Oxford. Retrieved from http://www.oup.co.uk/pdf/hepolcat06/education2.pdf McCall, M. W., & Mobley, W. H. (2001). Advances in Global Leadership: Vol. 2. Vol. 2 (Vol. 2). Emerald Group Publishing. Retrieved from http://books.google.com/books?hl=en&lr=&id=dK4bw9E_btcC&oi=fnd&pg=PR9&dq=global+leadership&ots=ELLDEoQMpK&sig=bW0mDTUfHOVIICM5bpKss8RMUaA Mendenhall, M. E., Oddou, G. R., Osland, J. S., Bird, A., & Maznevski, M. L. (2012). Global leadership: Research, practice, and development. Routledge. Retrieved from http://books.google.com/books?hl=en&lr=&id=dg4rRhzKbUgC&oi=fnd&pg=PP2&dq=global+leadership&ots=BMS0F-l-j4&sig=hq28EC8ul2aJkqWYrgVIyvXf5UM Morrison, A. J. (2000). Developing a global leadership model. Human resource management, 39(2-3), 117–131. Song, J. S.-H., Tarfusser, J. C., Kourula, J. E., & Trendafilova, J. E. (2013). International∼-4 Criminal Court. Retrieved from http://178.208.53.117.static.hosted.by.combell.com/iccdocs/doc/doc1572304.pdf Song, S.-H. (2012). Remarks by Sang-Hyun Song. In ASIL Annual Meeting Proceedings (Vol. 106, pp. 198–200). Retrieved from http://www.jstor.org/stable/10.5305/procannmeetasil.106.0198 Read More