Global Leadership Development - Essay Example

Wyman enumerates some of the traits that a global leader should possess(2007). He mentions that a global leader should foster growth on a global basis(Wyman, 2007). Moreover, it is essential that he understands the different cultures and must have language skills. Since most organizations now have offices and branches around the world, the global leader must be competent enough to deal with employees of different nationalities. They must be flexible enough to be able to relate with their employees with diverse ages, culture, behaviors, and beliefs.

Wyman also stressed that global leaders must think beyond boundaries (2007). Furthermore, they must be able to manage people even if they do not deal with them face to face.Aside from understanding his employees, a global leader must also think the way his worldwide customers do. He must appreciate the needs and wants of his customers who come from various regions.The challenge surrounding the issue of finding global leaders is that some of these leaders’ capabilities do not necessarily match “the current emerging business requirements” of their organizations(Wyman, 2007).

Another key issue in global leadership development is how to fill the pipeline and identify employees who can work from a global perspective(Wyman, 2007). Organizations must develop the global leadership skills of their employees. Some developmental tools that companies may adopt are assigning them to different jobs, mentoring or coaching, offering international business travel, etc.xposing them to experiential or action learning assignments, introducing international cross-functional teams, giving short and long-term expat assignments, providing language and cross-cultural training and implementing a 360-degree feedback system (Callison, 2011).

The challenge faced in this issue is that if these employees are not developed soon, there might be a shortage of leadership talent; thus, creating problems in meeting future business requirements (Wyman, 2007). The third issue confronting global leadership development is the management of the process of gathering relevant information on potential leaders and making decisions on the new roles that will be given to them and the organizational support that will be provided them (Smith, 2007). According to Smith, there are three factors that will help manage the process, namely: 1) executive engagement and ownership; 2) process resonance and simplicity; and 3) the right tools (2007).

The executive engagement and ownership means that all executives of the company should be supportive of the program for developing global leaders. Process resonance and simplicity suggests that talent management must be simple and must be aligned with the organizational culture. On the other hand, the right tools refer to the technology utilized in the management of data related to decisions pertaining to the future leaders. The challenge in this issue is top management’s all out support for the development of leaders within the organization.

They should not be threatened by the existence of potential leaders and therefore must be willing to reinforce the development process of these future leaders.