Biographical research project

Biographical
research project

Introduction
It is significant for a multinational corporation to
sustain their business in the long term which need
an effective leadership. Because, they help in
providing long term vision to the company and
future direction.

Global CEO demonstrate
“Global min-set”
Before discussing global CEO’s and its relation to
global mind-set need to understand this concept in
an appropriate manner. Global mind-set is related
with the ability to influence other people or group
of people from different background from own
prospective.

Continue…

Leader balance local/global approach in
operation
Emerging of globalization and increase emerging
market like India and China, create a major
challenges of the corporate leaders. There are
large number of business organization where
major decision making done by small number of
people.

Decision making approach
There are following approach can be used by the
global leader:
• Command:
• Collaborative:
• Consensus
• Convenience:

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HR process used by leader
There is various strategy can be used by the
global leader. These are:
• Adopting local talent
• Provide effective training
• Personal and professional development

Hofstede's Dimensions
There are six dimensions of culture are as follows:
• Power Distance Index (High versus low).
• Individualism Versus Collectivism.
• Masculinity Versus Femininity.
• Uncertainty Avoidance Index (High versus low).
• Pragmatic Versus Normative.
• Indulgence Versus Restraint.

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Conclusion
As per this report it can be concludes that leader
play very important role for enhance the business
activities and performance. According to this
report leader balance between global and local
approach is described in this report.

References
• Stahl, G., and et. al., 2012. Six principles of effective
global talent management. Sloan Management Review.
53(2). pp.25-42.
• White, R.P. and Shullman, S.L., 2012. Thirty years of
global leadership training: A cross-cultural odyssey.
Consulting Psychology Journal: Practice and
Research. 64(4). p.268.