Leadership in Business
Added on 2023-04-07
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Running head: LEADERSHIP IN BUSINESS
LEADERSHIP IN BUSINESS
Name of the Student:
Name of the University:
Author note:
LEADERSHIP IN BUSINESS
Name of the Student:
Name of the University:
Author note:
1LEADERSHIP IN BUSINESS
Introduction
Global leadership is identified as the process of understanding critical differences
between people which affect the success of leadership or supremacy. It primarily involved an
explicit structure which sheds light on and individuals perception regarding and organisations
attributes in addition to the labour force which constitute it. Maranga and Sampayo (2015) have
stated that global leaders must attain the competence to work with people of varied culture as co-
workers. Furthermore emphasizing on supporting the differences in ethnic background
encouraging traditions and values in addition to fundamental behaviour system, Global leaders
through these activities tends to face critical challenges in their leadership process (Axelrod and
VanDeveer 2014). The paper will evaluate the way global leaders face challenges and ways in
which they overcome them.
Discussion
Leaders engaged in globalised organisation get the opportunity to obtain the emotional
dimensions of working in varied cultural patterns as well as with diverse perspectives. At this
juncture, Hackmann, Moser and Clair (2014) have stated that global leaders while trying to
involve in a culturally varied setting must sustain a supportive association in their personal arena
in order to circumvent the loss of individual incentives after returning from overseas.
Comprehensive studies of Marshall, Coleman and Reason (2017) have noted that leaders
engaged in global environment seek several challenges on a regular basis. Furthermore,
additionally to the diverse criticalities and issues global leadership primarily comprises of
specific external components which individual leaders and not competent enough to regulate or
efficiently deal with. These areas of challenges primarily emerge when the world shows greater
Introduction
Global leadership is identified as the process of understanding critical differences
between people which affect the success of leadership or supremacy. It primarily involved an
explicit structure which sheds light on and individuals perception regarding and organisations
attributes in addition to the labour force which constitute it. Maranga and Sampayo (2015) have
stated that global leaders must attain the competence to work with people of varied culture as co-
workers. Furthermore emphasizing on supporting the differences in ethnic background
encouraging traditions and values in addition to fundamental behaviour system, Global leaders
through these activities tends to face critical challenges in their leadership process (Axelrod and
VanDeveer 2014). The paper will evaluate the way global leaders face challenges and ways in
which they overcome them.
Discussion
Leaders engaged in globalised organisation get the opportunity to obtain the emotional
dimensions of working in varied cultural patterns as well as with diverse perspectives. At this
juncture, Hackmann, Moser and Clair (2014) have stated that global leaders while trying to
involve in a culturally varied setting must sustain a supportive association in their personal arena
in order to circumvent the loss of individual incentives after returning from overseas.
Comprehensive studies of Marshall, Coleman and Reason (2017) have noted that leaders
engaged in global environment seek several challenges on a regular basis. Furthermore,
additionally to the diverse criticalities and issues global leadership primarily comprises of
specific external components which individual leaders and not competent enough to regulate or
efficiently deal with. These areas of challenges primarily emerge when the world shows greater
2LEADERSHIP IN BUSINESS
degree of interconnectedness and dependence on various sources which may be regulated by
others in different nations with different cultures and with diverse world perspectives. Dragoni et
al. (2014) have identified that the pace of technological innovation as a global leadership
challenge has indicated to the technological advancements and growth which has been
continuing to occur in various major industrial sectors. Hackmann, Moser and Clair (2014) have
shed light on the challenges leaders in current globalised industrial sector face due to
technological advances such as handling social media platforms or other technologically
advanced tools. Such areas of incompetence have resulted to complex and ambiguous
communication further leading to the loss of competitive advantages. On the other hand, Axelrod
and VanDeveer (2014) have found that certain leadership strategies and management by
exception along with laissez-faire behavioural patterns has been unconstructively influencing
employee psychological welfare by condensing the level of reliance and trust in leaders. Few
scholars did not make their assertions clear and primarily applied valid reasoning as well as
made reasonable inferences to highlight the impact these unconstructive behavioural patterns
make on leaders’ role. Meanwhile, Hackmann, Moser and Clair (2014) have claimed that global
leaders essential transformative objective rely on the implementation of diverse range of
mechanism in order to develop the motivation, enthusiasm, morale, dependence and performance
of leaders. One of the most important mechanisms to develop these areas of psychological well
being depended on the development of passion and zeal to accomplish success. Moreover
individuals belonging to different parts of the world view an unstable distribution of profits and
risks related to the factors of globalization. Coccia (2015) has noted that the association with and
constructive forces with the drivers of globalization have the tendency to raise the level of
destabilization local, national, federal as well as international agencies. Leading drivers of
degree of interconnectedness and dependence on various sources which may be regulated by
others in different nations with different cultures and with diverse world perspectives. Dragoni et
al. (2014) have identified that the pace of technological innovation as a global leadership
challenge has indicated to the technological advancements and growth which has been
continuing to occur in various major industrial sectors. Hackmann, Moser and Clair (2014) have
shed light on the challenges leaders in current globalised industrial sector face due to
technological advances such as handling social media platforms or other technologically
advanced tools. Such areas of incompetence have resulted to complex and ambiguous
communication further leading to the loss of competitive advantages. On the other hand, Axelrod
and VanDeveer (2014) have found that certain leadership strategies and management by
exception along with laissez-faire behavioural patterns has been unconstructively influencing
employee psychological welfare by condensing the level of reliance and trust in leaders. Few
scholars did not make their assertions clear and primarily applied valid reasoning as well as
made reasonable inferences to highlight the impact these unconstructive behavioural patterns
make on leaders’ role. Meanwhile, Hackmann, Moser and Clair (2014) have claimed that global
leaders essential transformative objective rely on the implementation of diverse range of
mechanism in order to develop the motivation, enthusiasm, morale, dependence and performance
of leaders. One of the most important mechanisms to develop these areas of psychological well
being depended on the development of passion and zeal to accomplish success. Moreover
individuals belonging to different parts of the world view an unstable distribution of profits and
risks related to the factors of globalization. Coccia (2015) has noted that the association with and
constructive forces with the drivers of globalization have the tendency to raise the level of
destabilization local, national, federal as well as international agencies. Leading drivers of
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