...Effective global leadership requires a global mindset The Author Dr. Stephen L. Cohen is Founder and Principal for the Strategic Learning Collaborative and was formerly Senior Vice President of Global Solutions for Right Management's Lead and Develop Center of Excellence. He is located in Minneapolis, Minnesota, USA and can be reached at steve@strategicleadershipcollaborative.com. Abstract Purpose – The purpose of the paper is to conduct a global literature review and develop a viewpoint on the most critical success factors required to develop a global leadership mindset. Design/methodology/approach – The paper takes the form of a global literature review and the author's viewpoint. Findings – Global leadership development must be driven by an organization's global business strategy. Having “global” experiences at work does not guarantee effective global leadership. The acquisition of a true global mindset enables leadership effectiveness in a global capacity. As cultural and business complexity increase so does the demand for a global mindset, almost exponentially given the intersect of this complex environment. Practical implications – Methods for global leadership development include examination, education, experience and exposure. Originality/value – The paper provides a fresh perspective. Journal: Industrial and Commercial Training Volume: 42; Number: 1; Year: 2010; pp 310Copyright © Emerald Group Publishing Limited ISSN: 0019-7858. Effective global leadership requires...
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...Effective global leadership requires a global mindset The Author Dr. Stephen L. Cohen is Founder and Principal for the Strategic Learning Collaborative and was formerly Senior Vice President of Global Solutions for Right Management's Lead and Develop Center of Excellence. He is located in Minneapolis, Minnesota, USA and can be reached at steve@strategicleadershipcollaborative.com. Abstract Purpose – The purpose of the paper is to conduct a global literature review and develop a viewpoint on the most critical success factors required to develop a global leadership mindset. Design/methodology/approach – The paper takes the form of a global literature review and the author's viewpoint. Findings – Global leadership development must be driven by an organization's global business strategy. Having “global” experiences at work does not guarantee effective global leadership. The acquisition of a true global mindset enables leadership effectiveness in a global capacity. As cultural and business complexity increase so does the demand for a global mindset, almost exponentially given the intersect of this complex environment. Practical implications – Methods for global leadership development include examination, education, experience and exposure. Originality/value – The paper provides a fresh perspective. Journal: Industrial and Commercial Training Volume: 42; Number: 1; Year: 2010; pp 3- 10Copyright © Emerald Group Publishing Limited ISSN: 0019-7858. Effective global...
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...Managing with a Global Mindset Group 4 Report Introduction Subsequent to an Accenture survey of 900 senior executives, Bellin and Pham (2007) identified the paradox faced by global enterprises of maintaining a common corporate culture and identity while recognising the need for diversity and flexibility to succeed in vastly different markets. Emerging economies will become a major source of new customers, accounting for over half of global consumption by 2025 and by 2050, 97% of the 438 million people expected to join the global workforce will come from developing countries (Bellin & Pham, 2007). How companies compete and differentiate themselves in varying and new environments is greatly dependent upon the development of, and support for, their leaders and managers on global assignments to collaborate for innovation in both practices and ideas. Levy (2007) describes a ‘Global Mindset’ that is characterized by three aspects: * Openness to and awareness of multiple spheres of meaning and action; * Complex representation and articulation of cultural and strategic dynamics; and * Integration of ideas and actions oriented both to the global and local. CEMEX, a global cement company, has recognised the imperative of developing a global mindset across the organization by standardising ways of working while simultaneously recognising and assimilating best practices from its diverse operations and people. It does this by embedding its philosophy of the CEMEX...
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...domestic diversity and run global organizations. An inherent consequence of globalization is an increasingly diverse workforce, bringing with it a multifarious social environment within an organization effecting operations. In addition, an influx of nations engaging in the global marketplace place new social and behavioral demands on leadership. The global environment is very complex, it is far from adequate to simply learn the language or “tap a rising star from the home office to capitalize on an overseas opportunity” (Cabrera & Unruh, 2012, p.3), new strategies are needed for grooming leaders with a global mindset to successfully navigate these multifaceted complexities. Globalization is demanding new leadership competencies. This paper discusses the urgent need for globally savvy leaders and the leadership characteristics associated adopting a global mindset; psychological capital, intellectual capital, and social capital (Cabrera & Unruh, 2012). Urgent Need for Global Minded Leadership Innovations in transportation and technology have enabled an increasing number of countries to enter the world marketplace, creating a diverse and complex global environment (Chin & Gaynier, 2006; Adler, 2008). “This new environment affords challenges and expanded opportunities, while heralding change, competitive pressures, complexities, and confusion” (Fishman, 2005; Friedman, 2005), indeed it has become apparent that many leaders lack the required global skills necessary to address...
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...Toward a Conceptual Model of Global Leadership Jose Mathews* In the globalized world, global organizations have to contend with global leaders, and no easy parallel can be found between domestic and global leaderships. Researchers have approached the construct of global leadership from different perspectives of cognitive complexity, competency, behavioral, human capital, personality process and global mindset. In relation to these perspectives and the contextual elements of global business environment, a model of global leadership is derived. The key content variables of global leadership are explained in the realms of cognitive complexity, emotional resilience, cultural intelligence, motivational processes and related facets which interact with the global business environment. Introduction In organizational behavior, leadership appears to be the most researched, debated and discussed topic, and researchers have analyzed what leaders are like, what they do, how they are effective, what are the conditions/situations that make them effective, how do they bring about changes among the followers, the styles of their interactions with the followers and how they go about achieving their individual, group and organizational goals (George, 2000). The traditional focus of leadership is the organization that operates within a limited boundary. However, the changed context of globalization and the emergence of multinational and transnational corporations necessitate...
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...Introduction. Drawing on the results of an extraordinary 2-year Accenture study of emerging business leaders, this book shows why the skills of today's global leaders won't be enough and why tomorrow's leaders won't resemble today's. Goldsmith and his co-authors first identify five new "factors of leadership" and their implications: global thinking, appreciation of diversity, technological savvy, and willingness to partner and openness to sharing leadership. They explain what it will mean to lead in an era where intellectual capital is the dominant source of value; how to lead people whose backgrounds and values may be radically dissimilar from yours; and why achieving personal self-mastery is now a fundamental prerequisite for leading others. Marshall Goldsmith is one of the world's foremost authorities in helping leaders achieve positive, measurable change. Ranked a Wall Street Journal "Top 10" executive development consultant and profiled by The New Yorker, he is one of an elite few that has worked with over 50 CEOs. He also co-edited The Leader of the Future, The Organization of the Future and Global Leadership. The Next Generation is a summary of two years of knowledge acquisition, research, and interviews sponsored by Accenture and concluded in partnership with Marshall Goldsmith and his colleagues in the Alliant International University. This book also builds upon valuable contributions by Warren Bennis and John O'Neil. Who Can Benefit. This book is unique. Instead of...
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...Jing Wu jingwu@callutheran.edu LEADERSHIP IN GLOBAL ORGANIZATIONS INTRODUCTION In Apple’s offices, where are located at Cupertino, California, IT engineers finished the design of the new iPhone. Then the project would be sent to several Japanese companies and ordered sophisticated core components, such as sensors, blue modules, and chips, for the new product. At the same time, depending on the new design, Apple’s partner at Korea also started producing components of screen and battery. After that, these components from Japan and Korea would come to the South of China. At there, each IPhone would be assembled and leave the factory, and then transported around the world. The production of iPhone will be a good example showing how the global progress connects people from all around the world. Indeed, “Globalization” is closely connected with our life, and it has changed our world from economic layout to personal life. Just like the case of IPhone, by globalization, companies can collaborate with each other and effectively organize the resource, so that the advantages can be maximized and costs can be reduced. Moreover, globalization also means more extensive market. Nowadays, we can enjoy hamburgers of McDonald’s no matter in which country we are; people also can easily find imported goods everywhere. Expanding business into foreign market has become a trend for more companies. However, global progress also brings some big challenges for us. With the collaboration of economics...
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...make decisions on their own Compete with their own direct reports and make sure they are better than others Speak honestly, but take into account others’ status Use indirect language and metaphors rather than get straight to the point Avoid taking risks American readers are probably scratching their heads: what kind of a leadership profile is this? How can a leader ignore his direct reports when making key decisions? What happens to credibility when you’re constantly massaging the message? The brief profile above came from a survey of Chinese managers as part of the research program called the GLOBE project. Of course, there are also parts of the Chinese ideal leadership profile that are similar to the American profile, but it’s usually the differences that get managers in trouble. In a recent survey of senior executives in 100 global corporations, conducted by Worldwide ERC, 95% of the respondents reported that national cultures of the places they do business in play an important or very important role in the success of their business mission. So much for a “flat world.” In any part of the world, leadership is about influence. There are many ways to influence others: Directing them, rewarding them, inspiring them, or giving them ownership of the decision are but a few examples. The leader’s task in a multicultural world is to influence direct reports, project teams, supply chain partners, client organizations, and regulatory agencies that have different...
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...Global Mindset is defined as a set of individual attributes that help a global leader better influence those who are different from them. Leaders with high levels of global mindset have an enhanced ability to make sense of their context and behave appropriately as the context varies – they seek to understand different cultures. After taking the IES Survey and analyzing my strengths and weaknesses, I automatically assumed I should discuss my weakness and be able to analyze it and understand how to better myself in this area. But, after a discussion in class, it came to my attention that why bother focusing energy and effort into something that I’m not good at, when I can put all this energy into something I have excelled in and become even better in this category – this is why I have chosen Global Mindset. To different people, having a Global Mindset means different things. One may seek a Global Mindset to better understand the world before they travel; on the other hand, someone may need it for their expatriate job in Hong Kong. People with a high Global Mindset enjoy immersing themselves in different cultures. To me, having a Global Mindset can be applied to all aspects of my life – the three most important being school, work, and pleasure. Having a Global Mindset in regards to school is extremely important to me, especially after my semester on exchange in Vienna. To really succeed and get the grades I wanted, I needed to be able to get along with and understand different...
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...Evolving Corporate Culture Report Evolving Corporate Culture Report Diversification of environment is the key to the growth in today's competitive global marketplace. No longer can America's organizations and corporations hide behind their lack of cultural intelligence. All organizations that seek global market relevancy means embracing diversity in elements such as how they perceive, think, act and innovate. Thus, they take into consideration all the factors that affect strategic planning and management. Corporate management is the process of leading, administrating and directing a company. Business tasks often performed by corporate management might include strategic planning, and managing company resources and applying them with a focus on attaining the company’s objectives. Expansion of global business space of an organization or a company can lead to amid challenges in its operations hence the need for change in corporate strategic management. For instance, the Equity Bank in Kenya was a local corporation initially but in the recent years, it has expanded its scope to other countries and states e.g. Uganda, Tanzania, Rwanda and Democratic Republic of Congo (DRC). This has led to the need for changes in its corporate operations due to large scope. Thus, it is true that its expansion has resulted in various changes; these include; change in strategic management, change in business planning, change in controlling and financial management, change in marketing management...
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...2. Global Mindset Understanding the concept of global mindset allows for an examination of the subtle differences between the multiple viewpoints of what constitutes a global mindset. According to Rhinesmith, a global mindset ―is a way of being rather than a set of skills. It is an orientation of the world that allows one to see certain things that others do not. A global mindset means the ability to scan the world from a broad perspective, always looking for unexpected trends and opportunities that may constitute a threat or an opportunity to achieve personal, professional or organizational objectives‖ (1995: 24). Murtha, Lenway, and Bagozzi (1998) argue that managers who achieve a global mindset cognitively balance competing country, business, and functional concerns. Kedia and Mukherji (1999), echoing an argument similar to Rhinesmith (1995), explicate that within the firm, an individual manager‘s global mindset provides him or her with the insight to recognize the firm‘s interdependence on the global economy even though the firm‘s activities appear confined to the domestic market. Maznevski and Lane argued that rather than seeing situations through an interdependence lens, a global mindset is ―the ability to develop and interpret criteria for personal and business performance that are independent from the assumptions of a single country, culture, or context; and to implement those criteria appropriately in different countries, cultures, and contexts‖ (2004: 172). This paper...
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...effects of globalisation on the management of organisations and people via the analysis of particular environments including the economic, cultural, technological and sustainable environments. Each factor, having considerable correlation with each other will delve into issues including anti-capitalist backlash, parochialism and geocentric attitudes, technological acquaintance and the eco-effectiveness of decisions made by leadership. The analysis indicates that challenges managers face from globalisation in managing people and organisations will need to be addressed by the adaptation of geocentric attitudes covering the embrace of a global leadership mindset, the appreciation of cultural diversity and the development of technological know-how to accompany the existing and essential leadership skills including change management, decision making and strategic rational. ECONOMIC ENVIRONMENT Primarily considering the economic environment and the initial rise of globalisation is imperative to understanding the general welfare of national economies as a part of the global economy and is undoubtedly a solid contributing factor in the decisional direction of management. With economic integration strongly pushing forward amongst a plethora of industrialised nations (La Croix, 2007), it has been expressed that anti-capitalist backlash to at least some extent is an inevitable...
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...and nationalities. Managers who still haven’t adapted to the new age managerial skills and are still following the conventional route have found themselves extremely ineffective in the global platform. A need of global managers who understand multi-cultural competencies has arrived and most scholars debate that the working style, values and behaviour of a manager are directly a persona of their national culture. Thus in order to be competitive in this global market, the traditional approach by the managers must transcend to a global one. A global manager is one who has the ability to manage the complexities in a business which is conducted or laid upon multi-cultural diversities. A global manager has many challenges when managing people from different cultures; this includes the people from both High context society as well as low context society. Challenges Lack of communication: When a manager is working with his team members who have different native tongue, it’s most possible at time that the information flow is not constant. Adding to the woes are the multitasking employees and talking to employees over phone which lack verbal cues can cause the message to be lost in translation. Cultural differences: Cultural behaviour of individuals varies significantly and as a global manager gives a challenge. There are different types of relation among different cultures like: * Dominant relation: In this type of cultural behaviour, people are independent and believe...
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...and Values in a Global Setting Daniel Reeves CMGT/530 May 30, 2011 LYDIA BELL Ethics and Values in a Global Setting As more businesses broaden their reach by exploring the global market. Leaders should realize the importance of personal values when hiring candidates to represent their organization. This is done by Identifying individuals personal values. According to Heathfield (2007) article, Secrets of Leadership Success, “Values provide the basis for judgments about what is important for the organization to succeed in its core business.” Organizations can complete this by implementing a value system assessment of personal during the hiring process as well as throughout their employment. This way they can compare and monitor all changes over time. The next step is to align the values and ethics of individuals with the values and mission of the organization. This step is important because no one should be forced to represent something or someone they don’t believe in. Likewise no company should have to hire someone who does not believe in or support the values and mission of there organization. There has to be a common ground. Once this is reached organizations can take there values and mission and explore the global market. As we enter the global market, we see how are personal ethics and values are used differently. We know as individuals are personal ethics and values are a set of established rules that govern how we live. This is the same mindset of individuals around...
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...Global leadership Development Ways in which IBM engages into global integrated enterprise (GIE) International Business Machines Corporation, or IBM, is an American multinational technology and consulting corporation with headquarters in Amonk New York, United States IBM operates in five segments: Global Technology Services (GTS), Global Business Services (GBS), Software, Systems and Technology and Global Financing. GTS provides IT infrastructure services and business process services. GBS provides professional services and application management services. Software consists of middleware and operating systems software. Systems and Technology provides clients with business solutions requiring advanced computing power and storage capabilities. Global Financing invests in financing assets, leverages with debt and manages the associated risks. The company was founded in 1911 as the Computing Tabulating Recording Company Computing (CTR) through a merger of three companies: the Tabulated Machine Company, the International Time Recording and the Computing Scale Company. CTR adopted the name International Business Machines in 1924.In 2012, Fortune ranked IBM the #2 largest U.S. firm in terms of number of employees (433,362), the #4 largest in terms of market capitalization, the #9 most profitable, and the #19 largest firm in terms of revenue. In December 2012, it acquired Kenexa. In February 2013, it acquired StoredIQ Technology advancements have forever changed the way business...
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