Becoming an Effective Global Leader - Essay Example

Becoming an Effective Global Leader Abstract In the wake of the increasing level of globalization, organization leaders of today face unprecedented complexity in leadership. Various challenges exist in the leadership platforms that only the well-equipped leaders can sail through the challenges. Possession of different leadership skills can help leaders manoeuvre through the challenges ranging from managing organizational activities and different stakeholders to achieve different organizational goals. Global leadership entails having the capacity to demonstrate unique managerial skills in making organizations standout at the peak. The study focuses on requirements to become a global leader and the competencies depicted by such leaders. Literature Global leadership forms a point of concern in many organizations, in the modern world. The need for a better realization of what global leadership entails forms the base of this study (Mobley, 2011). As different organizations conduct different operations outside home countries, the capacity to attract and develop various people to not only perform global tasks, but also influence and motivate others globally, provides the major source of competitive advantage (Alon & Higgins, 2005). It is necessary to examine the important capabilities, characteristics, and skills of people on global leadership responsibilities. According to Osland & Bird (2013), global leadership in definition refer to the systematic and integrated show of leadership traits, intentional behaviours, processes, and performance outcomes, which are elevating, affirmative (Alon & Higgins, 2005), and exceptional strengths, capabilities and different developmental capacities of leaders that influence their followers and organization over time and across all cultures. Thus, a global leader should possess skills and characteristics in order to stand out as a mirror in different organizational activities. The above definition provides a platform to examine the leaders who portray global leadership qualities and what it takes them to remain at the top of the organization (Lexa, 2008). It is clear that leadership is critical in the life of an organization or a business. Poor leadership would mean poor decision-making and ineffectiveness in organizational performance that would finally collapse the activities of the organization. Organizations need to have well laid examination criteria in determining those to take charge of leadership positions to ensure quality in governance. The Need for leaders According to Nirenberg (2002), leadership is important for ensuring organizations move to the next level in any activity it undertakes. Leaders are crucial in mobilizing people to tackle various roles on the verge of tackling challenges in the course of organizational activities. Leadership should not be limited to only top management positions but also to every employee or member of an organization should rise to take part in leadership. Members’ contribution towards solving customer problems or other internal organizational problems may be a positive move towards achieving various goals (Bratton et al., 2005). The primary roles of leaders are to envision various outcomes through enabling and empowerment of team members (Alon & Higgins, 2005), in the move towards achieving organizational visions globally. Strategic thinking allows leaders to articulate organization goals in international dimensions (Osland & Bird, 2013). Thus, it is necessary to have leaders in an organization to help in team building, decision-making, management of conflicts, empowerment of employees, and delegation of duties all destined towards achievement of organizational goals. Normore (2010), team building entails having a joint workforce that focuses towards defying all the cultural and other international odds with the aim of enhancing competitiveness globally. Leaders need to understand different capabilities of various members and assign duties according to capabilities and knowledge (Lexa, 2008). The ability to recognize various barriers that exist internationally provides a platform for evaluation of what areas require improvement, and how to undertake them, with the aim of motivating team players, towards forming a rigid, and forward oriented workforce. All organizations require decision makers to prevail in various avenues of organizational activities (Nirenberg, 2002). Leaders are important in offering key decisions to organizational members on the move to solve various challenges such as conflicts in the workforce or lay of marketing strategies among others. Leaders are important in offering solutions to such problems through various decision-making skills such as involvement of stakeholders in making key decisions of the organization (Goldsmith, 2003). Leaders are important in organizations for empowering employees towards the achievement of organizational targets (Alon & Higgins, 2005). As a global leader, motivation of the workforce is a major step in leadership. Empowered employees can easily achieve various goals because all their requirements are in place (Morrison, 2000). Thus, the critical success factor in global organizations lies on the organizational pool of competent global leaders with global knowledge on production, employee requirement, consumer demands. Bratton et al. 2005 acknowledge these leaders can influence decisions despite cultural diversity, political and organizational backgrounds. Global leadership competency Tubbs & Schulz 2006 asserts that in most cases people claim that leaders are born of which the notion may be true. Various leaders seem to display certain leadership characteristics in that they are able to have a large group of followers and are able to get people’s attention. They appear energized, charismatic, and knowledgeable thereby creating the admiration by various people. The question arises on who will follow a leader and for how long. Thus, leaders must possess certain exceptional skills to be a competent leader. As a global leader, competence is a key factor towards achievement in various roles. Global leaders must undergo formal education to expand both technical and theoretical knowledge in leadership. Learning of various skills is important in helping leaders live to the reality of being a global leader through various practical experiences and working in different and unfamiliar cultural grounds (Mobley, 2011). The main Global leadership competencies include having self-awareness, inquisitiveness, and engagement in various transformations (Mendenhall et al., 2012). Self-awareness entails having a deep understanding of own emotions, needs, drives, strengths and weaknesses and realization of sources of frustration. A global leader should have a self-insight to enable own assessment and to listen to what others have to offer. Engagement to personal transformation connects leaders with entrepreneurial spirit (Goldsmith, 2003). Leaders should have a commitment on ongoing developments of in personal skills and knowledge, and the drive to be up to date. Global leaders should always focus and seek continual improvement always (Osland & Bird 2006). Inquisitiveness comprises of the urge or curiosity to gain knowledge and the expertise within and beyond boundaries through siphoning information from different sources to better own performance and that of the organization. Through inquisitions, leaders are able to acquire knowledge on cultural patterns, themes, and different behaviours in different states (Bratton et al., 2005). Leaders as source of inspiration As a global leader, one should portray traits that other people can envy and take as an inspiration (Chin & Tubbs, 2001). Leaders are symbols of success; people in organizations see leaders as people who have overcome certain odds to achieve the position. Successful leaders have different traits that make them who they are. For leaders to be enviable they must show certain qualities in that are outstanding. These include having unique social judgments, optimism, empathy, and self-regulation. People look up to those people who show accountability in all zones involved (Harris & Moran, 2004). Power refers to the influence in leaders possess towards to their followers. Power in organization indicates the ability to determine what to be done, whom to do and how to do a certain activity. Power may refer to the ability that one possesses or that one manifest over others in an organization. In organizations, these powers in leaders exist in structured organizational constitutions and indicate the mandate that leaders have in their exercise of duties (Osland & Bird 2006). Global leaders should possess the need to portray a sense of influence in administration and in decision-making processes. The need to empower employees Empowering employees forms the base for success as a global leader (Bratton et al., 2005). Employees need motivation to ensure that they are always in the spirit to perform their duties. There are empowerment strategies that leaders can employ to motivate organizational members to live to the expectation of organizational goals. Employees need to have a sense of job security to perform at their level best. Involvement of employees is a major way of empowering employees. Offering of promotions and incentives where applicable also plays a major role in empowerment (Morrison, 2000). Leaders with a foresight of the changing trends in organizations should also ensure employees get different trainings to ensure they are at par with changes to enhance competitiveness. Challenges to effective leadership Management of global organizations forms one of the most challenging tasks in leadership (Mendenhall et al., 2012). Various barriers exist on the course of administering various strategies towards the achievement of organizational goals. Cultivation of trust among members from different locations is one the main challenge faced by global leaders. Trust is a critical factor in the creation of successful teams. Trustworthy members of the team offer leaders the opportunity to harness various capabilities thus minimization of unproductive conflicts. Communication barriers offer another challenge to global leadership. These challenges arise due to differences in geography, cultures, and language (Normore, 2010). Geographical barriers pose a challenge due to different time zones thereby causing conflicting schedules thus the arrangement of team members may be hard. With cooperative members, this challenge is easy to alleviate. Language barriers are major challenges in cross-cultural settings (Morrison, 2000). Global leaders require a way communicate with various stakeholders in different zones effectively. Mostly it is a challenge where direct deliberation demand for face-to-face meetings with different stakeholders from around the global. Analysis In the current world economies, leadership in organizations has become a major point of interest. The kind of leaders that organizations possess determines the competitiveness and the prosperity in its ventures (Osland & Bird 2006). It is clear that there are several definitions and understanding of global leadership. First, leadership in the definition may refer to the use of skills, experience, knowledge, and directions to help organizations or teams achieve a certain goal. Taking a global perspective, global leadership as per the interviews and literature may refer to well-structured demonstration of leadership traits inform of evidence performance results and processes in organizations, achievable through exceptional capabilities, strengths, progressive and developmental abilities of different leaders to influence their employees or followers over a long period of time and across both geographical and cultural scopes. Leaders are important in every organizational setting (Bratton et al., 2005). They form the compelling wheel and sets examples through decision-making and motivation to employees on the verge of achieving organizational goals. Leaders add their exceptional skills and experiences in organizations, thus creates a platform where employees can consult and seek information for the betterment of the organization (Morrison, 2000). All the global leaders interviewed, they all agree that leadership is a necessity in all organizations as leaders are the head and propellers towards organizational success. Most leaders seconded the fact that leadership competencies are innate, but pinned out that acquired skills are the integral part of successful global leaders. Global leadership competencies can therefore, refer to those universal qualities that leaders possess to enable them perform jobs outside their organization or own national cultures (Osland & Bird 2006), without considering their educational or ethnical backgrounds. Global leaders should portray a global mindset, long-term orientation, show equality with persons from diverse backgrounds, facilitate organizational changes, motivational of employees to excellence, and participate and lead effectively in a multicultural setting (Normore, 2010). All leaders interviewed pinned out certain core global competencies that make global leaders at the top. They include self-awareness, inquisitiveness, optimism, self-regulation, social judgment skills, empathy, cognitive skills, engagement in own transformation, acceptance to work in complexities and contradicting backgrounds. Self-awareness entails own understanding of emotions, needs, drives, strengths and weakness (Giuliani & Kurson, 2002). It forms the fundamental aspect of self-regulation for the required effective relationship management necessary for global leaders (Ghemawat, 2005). Self-awareness helps in realization of own roles and gives the hardiness and courage to take stands. Inquisitiveness in global leaders keep them updated and on top of the information always (Morrison, 2000). Leaders seek expertise and knowledge beyond boundaries to help them sail through different organizational challenges. Inquisitive can act as a propeller towards risk taking, commitment, and initiatives (Osland & Bird 2006). According to Tubbs & Schulz (2006), optimism refers to the tendency of looking more on the favourable side of happenings or engagements. Global leaders should be optimistic in all their undertakings in order to realize organizational goals. Optimistic leaders are able to maintain a positive and proactive attitude even in case of hard circumstances. They use different challenges as vehicles for growth (Morrison, 2000). Self-regulation is the nominator for emotional stability and the ability to cope with various distractions in the course of leadership (Goldsmith, 2003). Self-regulation depicts a leader’s sense of integrity, accountability, and flexibility in meeting organizational needs. Global leaders should possess social judgment skills and focus on own engagement in transformation (Stückelberger & Mugambi, 2005). These are key competencies in both domestic and international contexts for leaders. They need to have skills on perspective capacity taking to drive organizations towards the required course. Having the ability to transformation oneself as a leader indicates efforts to better the skills and to keep the organization in an up-to-date position. It current world, leaders are symbols of inspiration to many as evidenced in the interviews. Global leaders possess outstanding skills, knowledge, and experience (Goldsmith, 2003), which inspires many who wish to have similar qualities and to other leaders in different local organizations who wish to show outstanding performances in their roles. Perkins (2009), through different outstanding achievements in leadership global leaders, acts as symbols of excellence and draws a line that people can admire. It is worth to highlight that power in general refer to the organization influences that global leaders have and enable them to govern their staff across the globe. Through the mandate accorded to them by organizational constitutions, leaders are able to make decisions on behalf of their organizations aimed at solving certain conflicts or aimed at propelling the organizations towards certain achievements (Lobel, 2001). Power is also important for leaders as they are able to delegate duties and monitor the progress of organizational activities (Osland & Bird 2006). According to all the leaders interviewed, the power accorded to them and the leadership skills they possess determines the success of organizations. Employee empowerment is a major step towards the success of an organization globally. According to Stückelberger & Mugambi (2005), empowered staff feels to own their responsibilities and performs duties with the aim of making a difference in the organizations productivity. Several empowerment techniques were evident for the leaders interviewed. They include inspiration and motivation through offering incentives to best performers, job security, and offering of trainings to better employees’ skills (Giuliani & Kurson, 2002), promotions, and their involvement in organizational decision making. These forms of empowerment create confidence in employees and thus they feel to own the tasks allocated to them not that it is a demand to perform. When responding to what type of leaders the interviewed were, it is worth to sum up different qualities of global leaders (Lobel, 2001). They are charismatic/value based, self-protective, participative, team oriented, and employee oriented and autonomous in their roles. These qualities enable them to be decisive, supportive, modesty, compassion, procedural, and to self-sacrifice for the betterment of organizations (Perkins, 2009). The wish of every leader emerged to be the best global leader who inspires others through unique and selfless efforts and skills in organizational leadership. It is evident that management of global organizations is a challenging task and only the best equipped stands a chance to succeed (Giuliani & Kurson, 2002). From the interviews, it is clear that several challenges exist in the course of managing organization that lies in different cultural setups. Cultivation of trust among members from different locations is one the main challenge faced by global leaders. Trust is a critical factor in the creation of successful teams (Osland & Bird 2006). The main limiting factor that challenges trust among members is the distance. Some employees may take the advantage of geographical barriers to performing activities that may not be in line with organizational activities. Trustworthy members of the team offer leaders the opportunity to harness various capabilities thus minimization of organizational conflicts. Communication barriers offer another challenge to global leadership. The challenges arise due to differences in geography, cultures, and language (Jenkins, 2012). Geographical barriers pose a challenge due to different time zones thereby causing conflicting schedules thus the arrangement of team members may be hard. One of the young leaders interviewed indicated that, with cooperative members, this challenge is easy to alleviate, as it is a matter of commitment to the duties only. Language barriers are major challenges in cross-cultural settings (Goldsmith, 2003). Leaders require a way communicate with various stakeholders in different zones effectively. Mostly, it is a challenge where direct deliberation demand for face-to-face meetings with different stakeholders from around the global to make certain key organizational decisions (Alon & Higgins, 2005). Conclusion As the world seems to shrink and globalization extremely increasing, organizations are changing operational procedures through employment of global leaders who can make them standout and compete effectively in the global market. Global leaders as evidenced in the literature and analysis possess unique skills and expertise, integral in making their organizations standout. Thus, solid frameworks need to be in place in organizations in determining the kind of leaders, worth to help them sail through the current competitive world. It is worth to take a final definition of global leadership as the possession and demonstration of vast leadership traits in organizational settings across the globe. These traits are evident through demonstrated exceptional capabilities, strengths, progressive and developmental abilities towards achievement of organizational goals. These leaders should place themselves in a position to influence their employees or followers over a long period of time and across both geographical and cultural scopes. It is also necessary to note that organizations that exhibit exceptional performance globally possess leaders who are visionary, inspirational, and have exceptional skills, knowledge, and expertise in their roles. Leaders are important in decision-making and delegation of duties all aimed at maximum productivity of the organization. Various competencies such as self-awareness, decisiveness, team orientation, and confidence help these global leaders in their day-to-day working experiences. Although there are different challenges such as cultural differences, language barriers, and hardship in team building, in the exercise of duties, the ability to overcome them increase the competitiveness of organizations globally. Appendix Date of the interview: ___ /___ /____ Male ( ) Female ( ) Participant position (title): __________________________________________________________ Participant industry: ______________________________________________________________ Participant country: ____________________ Participant nationality: __________________ Participant age group: ( ) 18 – 30 ( ) 31 – 40 ( ) 41 – 50 ( ) 51 – 60 ( ) 61 – over Questions: 1. What is your definition of global leadership? Response: Global leadership is the ability to manage an organization or a business across the world. 2. Why do we need leaders? Response: Leaders are key factor in any organization. They form the driving force towards achievement of organization goals 3. Is global leadership an innate competency? Or is it an acquired skill, learned and honed throughout a lifetime? Response: To some extent, it is innate but there is the need to acquire various skills to stand out as a successful global leader. 4. In the new brave information era (the knowledge-intensive economy), leaders are seen as a symbol and source of inspiration. What is your view on this statement? Response: It is true leaders are symbols and source of inspiration. Through various skills and experiences leaders depicts distinct features that people can look copy. 5. What is power and what is the influence of it in your leadership (management) position? Response: Power means being in a capacity to govern others in an organization through certain guidelines in organizational constitution. In my position the power that the constitution gives to me helps in delegation of duties and making important decisions of the organization whenever need be. 6. What is the relevance of empowering individuals? Do you empower your followers (subordinates)? Would you be kindly to share your empowerment strategies? Response: Empowering individuals improves productivity. I do empower them. This is through workplace trainings, motivations, and incentives on distinct performances. 7. What type of leader are you? What type of leader would you like to be? Response: definitely ambitious leader. I would like to be unique, charismatic, and vibrant leader with unique ways of handling of team members. 8. What are the obstacles to effective leadership in the 21st Century? Response: Trust development among team members and implementation of certain strategies where one involves stakeholders from different parts of the world proves challenging. 9. What are the cultural constraints on the development of charismatic leadership? Response: changing the way an organization used to do various activities may prove a challenge in development of a compelling leadership. 10. What do you need to do as a leader to stand with confidence in this complex age of uncertainty? Response: hard work, dedication, and determination are the key factors towards achievement of various goals. Being in an up to date position also gives confidence in performing of leadership duties. Date of the interview: ___ /___ /____ Male ( ) Female ( ) Participant position (title): __________________________________________________________ Participant industry: ______________________________________________________________ Participant country: ____________________ Participant nationality: __________________ Participant age group: ( ) 18 – 30 ( ) 31 – 40 ( ) 41 – 50 () 51 – 60 ( ) 61 – over Questions: 1. What is your definition of global leadership? Response: global leadership is the possession of leadership qualities that can help govern organizations across different geographical zones through well-laid strategies. 2. Why do we need leaders? Response: leaders are important in setting pace and advising how various activities should be done in an organization. 3. Is global leadership an innate competency? Or is it an acquired skill, learned and honed throughout a lifetime? Response: No it is not an innate competency. To be a global leader one require to undergo formal education to achieve skills necessary for successful leadership. 4. In the new brave information era (the knowledge-intensive economy), leaders are seen as a symbol and source of inspiration. What is your view on this statement? Response: leadership entails having a clear knowledge of various organizational requirements. A good demonstration of these skills and knowledge may form part of inspiration to many. 5. What is power and what is the influence of it in your leadership (management) position? Response: power is having the mandate to perform, delegate and monitor certain duties in an organization. Power offers a chance to monitor the activities of various stakeholders, and to offer instructions where of how duties should be done. 6. What is the relevance of empowering individuals? Do you empower your followers (subordinates)? Would you be kindly to share your empowerment strategies? Response: empowering individuals in an organization improves productivity. My main form of motivation is salary increment in case of notable extra efforts towards achievement of organizational goals. 7. What type of leader are you? What type of leader would you like to be? Response: I am a result-oriented leader. I would like to be an all round leader who can overcome different challenges posed to global leadership. 8. What are the obstacles to effective leadership in the 21st Century? Response: Organization of key stakeholders of the organization across the global to come up with a common agreed decision may be challenging. 9. What are the cultural constraints on the development of charismatic leadership? Response: working in a new cultural setup may be challenging due to language barriers, personal organisations and working in unfamiliar cultures. 10. What do you need to do as a leader to stand with confidence in this complex age of uncertainty? Response: A strategy in everything one does offers the suitable confidence in performing leadership duties. Date of the interview: ___ /___ /____ Male ( ) Female ( ) Participant position (title): __________________________________________________________ Participant industry: ______________________________________________________________ Participant country: ____________________ Participant nationality: __________________ Participant age group: ( ) 18 – 30 ( ) 31 – 40 ( ) 41 – 50 ( ) 51 – 60 ( ) 61 – over Questions: 1. What is your definition of global leadership? Response: this is the navigation of collaborative efforts of different stakeholders in various environmental complexities with the aim of leveraging a global mindset. 2. Why do we need leaders? Response: leaders are integral and a necessity, as they are trendsetters in any organization. Organizations need to have organized activities and this may not be achievable without a leader. 3. Is global leadership an innate competency? Or is it an acquired skill, learned and honed throughout a lifetime? Response: global leadership is an innate competency but without certain skills success as a global leader may not achievable. These skills acquired formally include key decision-making techniques and team building. 4. In the new brave information era (the knowledge-intensive economy), leaders are seen as a symbol and source of inspiration. What is your view on this statement? Response: Leadership skills are key for successful leaders. Successful leaders provide inspiration through various features such as demonstration of integrity and decisiveness. 5. What is power and what is the influence of it in your leadership (management) position? Response: power is the ability to influence peoples’ behaviour in an organization. The power assigned to me enables delegation of duties and inspection thus achievement of organizational targets. 6. What is the relevance of empowering individuals? Do you empower your followers (subordinates)? Would you be kindly to share your empowerment strategies? Response: Empowered employees feel their contribution to an organization is important thus they dedicate all their efforts towards the goals of the organization. I ensure that I consult employees in decision-making, and I let them understand I believe in them in handling demanding tasks. These motivate them a lot. 7. What type of leader are you? What type of leader would you like to be? Response: I am an autonomous and human oriented leader. I would like to be one of the successful globally leaders through demonstration of the best leadership qualities. 8. What are the obstacles to effective leadership in the 21st Century? Response: lack of trust and various competitions within members form the major obstacles for effective leadership. 9. What are the cultural constraints on the development of charismatic leadership? Response:The main constraint is management of employees from different cultural backgrounds. 10. What do you need to do as a leader to stand with confidence in this complex age of uncertainty? Response: The main thing if to remain focused to organizational goals, and to have the self-belief that everything is achievable. Date of the interview: ___ /___ /____ Male ( ) Female ( ) Participant position (title): __________________________________________________________ Participant industry: ______________________________________________________________ Participant country: ____________________ Participant nationality: __________________ Participant age group: ( ) 18 – 30 ( ) 31 – 40 ( ) 41 – 50 ( ) 51 – 60 ( ) 61 – over Questions: 1 What is your definition of global leadership? Response: global leadership is the demonstration of leadership qualities in a global organization through experience and necessary leadership tools. 2 Why do we need leaders? Response: leaders are important in organizations for decision making purposes and laying of organizational strategies. 3 Is global leadership an innate competency? Or is it an acquired skill, learned and honed throughout a lifetime? Response: It is not an inborn capability but it is learned through formal education and experience in the line of expertise. 4 In the new brave information era (the knowledge-intensive economy), leaders are seen as a symbol and source of inspiration. What is your view on this statement? Response: It is true leaders are symbols of excellence and stand out as inspirational figures through demonstration of key qualities in governance and leadership. 5 What is power and what is the influence of it in your leadership (management) position? Response: It is the mandate accorded to leaders by their organizations and the influence they possess that enable them propel the organizations towards their goals. It helps in making key decisions in my organization. 6 What is the relevance of empowering individuals? Do you empower your followers (subordinates)? Would you be kindly to share your empowerment strategies? Response: Empowerment of employees is relevant in bolstering their morale in the delivery of services to an organization. I do empower them through involvement in decision making and believing in them even in hard tasks. This makes them feel to own the organisation thus boosting productivity. 7 What type of leader are you? What type of leader would you like to be? Response: I am a team oriented leader and would like to be an all round leader who is an inspiration to the world. 8 What are the obstacles to effective leadership in the 21st Century? Response: In this century competition among team members and development of trust in employees are the main challenge. 9 What are the cultural constraints on the development of charismatic leadership? Response: lack of cooperation from members with different cultural backgrounds. 10 What do you need to do as a leader to stand with confidence in this complex age of uncertainty? Response: My strong and propelling factor is focusing on the goals and targets of my organization and the need to make a difference in every experience. a. Date of the interview: ___ /___ /____ Male ( ) Female ( ) Participant position (title): __________________________________________________________ Participant industry: ______________________________________________________________ Participant country: ____________________ Participant nationality: __________________ Participant age group: () 18 – 30 ( ) 31 – 40 ( ) 41 – 50 ( ) 51 – 60 ( ) 61 – over Questions: 1. What is your definition of global leadership? Response: this is the management of a global firm through exceptional leadership techniques that makes an organization successful. 2. Why do we need leaders? Response: leaders are important as they are the drivers for success in organizations through decision making and supervision of organizational activities. 3. Is global leadership an innate competency? Or is it an acquired skill, learned and honed throughout a lifetime? Response: Yes it is inborn but acquired skills are integral for a leader to show exceptional results as a global leader. 4. In the new brave information era (the knowledge-intensive economy), leaders are seen as a symbol and source of inspiration. What is your view on this statement? Response:They are, in that they depict exceptional managerial and leadership skills and knowledge that sets them at the peak. 5. What is power and what is the influence of it in your leadership (management) position? Response: Power is the capacity to influence members of an organization to perform certain tasks. Power helps in delegation, supervision of duties and decision making for the success of the organization. 6. What is the relevance of empowering individuals? Do you empower your followers (subordinates)? Would you be kindly to share your empowerment strategies? Response: There are numerous benefits of employee empowerment all summing up to productivity in organization. My most effective strategies of empowerment are inclusive of employees in decision-making and offering free training to better their knowledge in the field of duty. 7. What type of leader are you? What type of leader would you like to be? Response: I am a result-oriented leader who focuses on the elements that are of help to the organization. I would like to be a leader whom other leaders global would look unto. 8. What are the obstacles to effective leadership in the 21st Century? Response:Lack of cooperation among members of an organization and lack of trust. 9. What are the cultural constraints on the development of charismatic leadership? Response: Rigidity in different countries towards members of other organizations and language barriers form the major constraints in development of a value-based leader. 10. What do you need to do as a leader to stand with confidence in this complex age of uncertainty? Response: one must work hard, be ready to learn from others, and experience to make a difference globally. References Alon, I., & Higgins, J. M. 2005 “Global leadership success through emotional and cultural intelligences,” Business Horizons, Vol.48, No.6, pp.501-512. Bratton, J., Grint, K., & Nelson, D. L. 2005, Organizational leadership. Mason, Ohio: Thomson/South-Western. Chin.O., & Tubbs, S. L 2001 “Developing Global Leadership Competencies, Journal of Leadership & Organizational Studies, Vol.7, No.4, pp.20-31. Giuliani, R. W., & Kurson, K 2002, Leadership, New York, Hyperion. Jenkins, D. 2012 “Global critical leadership: Educating global leaders with critical leadership competencies,” Journal of Leadership Studies, Vol.6, No.2, pp. 95-101. Ghemawat, P 2005 “Regional strategies for global leadership”, Harvard business review, Vol. 83, No.12, pp.98-108. Goldsmith, M. (Ed.). 2003, Global leadership: The next generation, Ft Press. Harris, P. R., Moran, R. T., & Moran, S. V 2004, Managing cultural differences: Global leadership strategies for the 21st century,London, Routledge, Lobel, S. A 2001 “Global leadership competencies: Managing to a different drumbeat”, Human Resource Management, Vol.29, No.1, pp.39-47. Lexa, F. J. 2008, Qualities of Great Leadership. Journal of the American College of Radiology, Vol.5, No.4, pp.598-599. Mobley, W. H. 2011, Advances in global leadership. Bingley, Emerald. Nirenberg, J. 2002,Global leadership. Oxford, Capstone. Normore, A. H 2010, Global perspectives on educational leadership reform the development and preparation of leaders of learning and learners of leadership, Bingley, Emerald. Mendenhall, M. E., Oddou, G. R., Osland, J., & Maznevski, M. L. (Eds.). 2012, Global leadership: Research, practice, and development, London, Routledge. Morrison, A. J. 2000 “Developing a global leadership mode,” Human resource management, Vol.39, No.2-3, pp.117-131. Osland, J. S., Bird, A., Mendenhall, M., & Osland, A. 2006, 11 Developing global leadership capabilities and global mindset: a review Handbook of research in international human resource management, 197. Osland, J. S., & Bird, A. L. L. A. N. 2013,Process models of global leadership development,London,Routledge, Mendenhall, ME/Osland, JS/Bird, A./Oddou, GR/Maznevski, ML/Stevens, MJ/Stahl, GK (Hg.): Global Leadership: Research, Practice, and Development, New York/Abingdon, pp.97-112. Perkins, A. W 2009, Global Leadership Study, Journal of Leadership Education, Vol. 8, No.2, pp.72-87. Stückelberger, C., & Mugambi, J. N. 2005, Responsible leadership: global perspectives, Acton Publishers. Tubbs, S. L., & Schulz, E. 2006 “Exploring a taxonomy of global leadership competencies and meta-competencies” Journal of American Academy of Business, Vol.8,No.2, pp.29-34. Read More