Evolution and Trends in Global Leadership under Cross-Cultural Management

Cultural Management 1
CULTURAL MANAGEMENT AND COMMUNICATION
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Cultural Management 2
Introduction
The theme in this article looks into the evolution of global leadership, its nature
and origin as well as the trends in cross-cultural management field. It also looks into
how the evolutionary trends are subjective to global leadership. According to Bird, the
emergence of technology led to business globalization that evolved global leadership.
Globalization led to challenges in leadership development and organizations were trying
to find means to solve this challenge (Bird, 2015).
Cross-cultural management field focused on management systems and
organizational behaviour in foreign organizations. The aim was to find out how legal,
business, political and cultural systems functioned in those countries to enhance more
revenue to the U.S markets. There is existing literature on the association between
cross-cultural management and leadership. It seeks to portray the importance of
leadership in the field of knowledge management.
Cross-cultural management concept suggests that internal leaders should pay
careful attention to integration, differentiation and fragmentation in the management
process of cross-cultural employees in organizations.
Global leadership
This article sheds light on the history of global leadership under cross-cultural
management which states that the process of development portrayed is a misleading
pattern. Globalization has created the need for global leadership. Globalization seeks to
shed light on the interaction of different economies in the market worldwide. Thus, the
topic of global leadership is essential in understanding where the idea of global leaders
originated from. Global leadership is associated with the significant elements that
leaders should adopt in order to learn the concepts of managing organization globally
(Mendenhall et al.,2017). In the intercultural concept, global leadership is involved with
developing cultural awareness, managing social interaction and tolerating risk-taking
activities globally to ensure success.
Global leaders are tested on their behaviour and cultural competency using
global leadership theories to shape their capability in the global context;
i) Intercultural framework model

Cultural Management 3
This theory is based on cognition, behaviour and affects elements in the
identity of a leader. Cognition constitutes of perception, knowledge and
reflection in the global context. Behaviour is associated with negotiating
global interactions and creating social networks globally (Henson 2016). On
the other hand, affect constitutes how a leader copes with the global economy
as well how emotions are managed.
Cognition
Cognition regarding intercultural competence is based on global knowledge,
basically comprehending the global economy from the world’s perspective. It constitutes
deep cultural knowledge, cultural-specific knowledge, sociolinguistic awareness and
cultural self-awareness. It involves understanding other people’s views, language and
their perspectives in the global context. Cultural self-awareness involves how one’s
cultural views define the identity while deep cultural knowledge constitutes
understanding the different worldviews.
Behaviour
This theory is involved with appropriate and effective behaviour as well as
effective communication in global intercultural context. The behaviour element
constitutes of attitudes such as curiosity, respect and openness in global
leadership. In the global context, curiosity is involved in transforming cultural
differences into opportunities, while a leader communicates respect through
valuing other leaders as well as the global market. Value to other people is
incorporated differently in various cultures such as listening carefully and also
portraying interest to what others are saying. When negotiating global cultural
differences, there is a need for openness in order to have multiple
perspectives regarding any issues arising. Developing Intercultural
competence involves incorporating these three attitudes together.
Affect
This model involves the skills that analyzed the knowledge process. This constitutes
observation, listening, evaluation, analysis, interpretation and connection. According to
Henson (2016), these skills are essential in critical thinking in global leadership where
individuals will use the skills to process the data acquired into meaningful information.