Enterprise Leadership

The concepts and roles of management and leadership are interrelated to one another. This article explores the challenges faced by managers and leaders in a dynamic and global business environment.

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ENTERPRISE LEADERSHIP

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The concepts and roles of management and leadership are interrelated to one another. House
and Podsakoff (2013) specified that a leader is an individual attain and influence its followers
for the achievement of leadership effectiveness. While leadership is related to depend on
followers, managing people effectively is the primary concern for management in an
enterprise. It defines the processes used in achieving the necessary objectives in an
organisation.
The dynamic and global business environment includes various internal and external factors
resulting in several challenges for the particular organisation. With globalisation, there is a
significant increase in the marketplace competition leading major impact on all organisations
irrespective of scales. It also results in somewhat personal challenges faced by the managers
and leaders relating to transnational experience with gaining understanding of several
emotional extents of working people in different cultures (Cseh, B. Davis and E. Khilji, 2013)
and the issue arises with interconnection of world while relying on various sources which
may be controlled by others in different nations, with different cultures, and with differing
worldviews (Maranga and Sampayo, 2015). For example, when American leaders go
international and not aware of local political structure, it impacts their visions of uphill the
corporate ladder. In case of returning expatriates, Japanese treat them as marked by their
global practice and with the same approach, Europeans are more resisted with global
exposure as they contemplate that they are immersed in a diverse surroundings from birth.
There are many external constituents also that needs to be assessed by managers and global
leaders as some of them are not controllable.
Information overloading is the next big challenge faced by managers and leaders as it is filled
with wide archives of information help in decision making. However, it is very challenging
for both to fetch significant information that can be used to improve sales of organisation or
take necessary strategic decisions. The next big challenges faced by managers and leaders
include employee motivation to match their individual goal to the enterprise vision and
mission. With globalisation of economy, managers found various opportunities in extent with
both internal and external environment of organisation. However, it also comes out with an
internal challenge such as turnover of employees as they found difficult to match up their
skills with the change. Managers and leaders also face various issues in relation to enterprise

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departments due to evolution of communication barrier including language, culture diversity,
gender differences and physical separation (Nienaber, 2010). For example, When a U.S.
organisation recruit employees of other cultures who native language is not English,
managers and leaders may experience challenges communicating with one another as it may
lead to decrease in productivity and misunderstandings. It also sometimes increases costs to
the companies as they are required to hire some mediator or bilingual employees to reduce
communication and language barriers.
The other significant challenges can also involve leaders to experience various external
environmental factors including influence of political, economic, social and technological
factors that are basically outside their control and requires new perspectives and holistic view
with the manager and leader to make success out of it. Taking out example of workforce
diversity as in large corporations, there are more diversified age groups, involving employees
from different background including creed, caste, gender and nationality. It is important for
manager to develop some creative strategy such as enhancing recruitment process and
employ the use of AI machine learning technology.
To overcome these challenges, the manager and leaders are required to rely on different
perspectives to develop relevant information while converting it into a planned direction.
They are required to address various misunderstandings in respective business environment
in relation with culture groups and differences to the high-performance enterprise. Global
leaders are required to embrace on master skills considering unified universal cultures, to
build communication and relationship from a distance. Simonet and Tett (2013) states that
leadership is a serious responsibility rather than a popularity contest requiring an individual
to grab opportunity within the conflicts area before any excessively disruptive commotion.
To deal with issues in more practical ways, leaders are required to address full potential of
their team members and ultimately put effort to come up with superior result by
synchronising openness in the corporate culture.
Leader and manager can overcome the challenge of information overloading with deploying
significant strategies such as identifying information crutches, streamlining the intake
capacity, building a good distribution system, ensuring update and review. It will also help
them undertake timely decisions while relying on relevant information. In relation with
reducing turnover of employees while improving on motivation aspect, leaders and managers

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can foster effective communication and training system including constant observation and
mentoring to address each and every respective issue.
They can also encourage employee engagement and cooperation as it will directly help the
company to work on barriers that are coming in the path of their success. Effective leaders
and successful corporates explore ways to enhance their odds with developing an effective
culture and climate connecting each individual and nodes of organisation structure.
Enterprise leaders are required to assess the work of all their functional executives not just
those in the same area they came from (Watkins, 2012). It is also important to develop shared
goals by recognising a mutual ground with showing differences and help individuals to
comprehend various cultural perspectives required to be linked to organisation goal and
purpose. With regards to this, leaders in organisation also required to include prevailing
trends in the marketplace related to rivals strategies, consumer preference, social
deliberations and legal framework to develop necessary plans and strategies. Considering all,
the global business surroundings includes both challenges and prospects for the organisation
and it also depends on managerial skills and leaders capabilities to use them towards the
organisation strategic direction and with removing various complexity layers relation to
market change.

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References
Cseh, M., B. Davis, E. and E. Khilji, S., 2013. Developing a global mindset: Learning of
global leaders. European Journal of Training and Development, 37(5), pp.489-499.
House, R.J. and Podsakoff, P.M., 2013. Leadership effectiveness: Past perspectives and
future directions for research. In Organizational behavior (pp. 55-92). UK: Routledge.
Maranga, K. and Sampayo, J., 2015. Management and leadership in a global
environment. Journal of Management Policy and Practice, 16(1), p.83.
Nienaber, H., 2010. Conceptualisation of management and leadership. Management
Decision, 48(5), pp.661-675.
Simonet, D.V. and Tett, R.P., 2013. Five perspectives on the leadership–management
relationship: A competency-based evaluation and integration. Journal of Leadership &
Organizational Studies, 20(2), pp.199-213.
Watkins, M.D., 2012. How managers become leaders. The seven seismic shifts of perspective
and responsibility. Harvard business review, 90(6), pp.64-72.