University Leadership Report: Challenges Faced by Global Leaders

This report delves into the multifaceted challenges global leaders encounter in today's interconnected world. It highlights the importance of understanding cultural differences and the emotional dimensions of working in diverse settings. The report discusses the impact of technological advancements, such as social media, and the need for leaders to adapt to these changes. It also addresses the challenges related to population growth, globalization, and the need for effective decision-making. The report emphasizes the importance of developing linguistic skills, standardized evaluation schemes, and leveraging cultural diversity to gain a competitive advantage. By examining these challenges and offering potential solutions, the report provides valuable insights into the complexities of global leadership and the skills needed to succeed in a global business environment.

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LEADERSHIP IN BUSINESS
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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

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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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globalization primarily include business Enterprises namely the United Nations, the World Bank,
Gulf
Cooperation Council, the European Union as leading globalization instruments.
Furthermore, one of the critical areas of challenge associated with the ability of leaders engaged
in global environment is the increasing level of population growth. Comprehensive studies of
Maranga and Sampayo (2015) have found that substantial increase in population has resulted due
to development in the domain of health sciences medicine agriculture transportation
infrastructure housing and accommodation as well as sanitation and food technology which have
further limited the availability of financial resources and stimulated high level of apprehension
hostilities conflict and negotiation. The continuous rise of certain minorities has further
stimulated the level of aspiration towards nationhood (Axelrod and VanDeveer 2014). These
similar minorities have contested against the superior government forces that have been
identified as operators in the globalized society. However the greatest area of challenge for
global leadership associates with population growth and in proficiently establishing a state of
equilibrium stable financial resources stable population growth industrialization in addition to an
equivalent environmental setting (Herd, Alagaraja and Cumberland 2016).
At this juncture, shedding light on the areas of challenges faced by global leaders it is
important for the leaders and managers to develop the competency of successful decision-making
which will lead to high productivity for the company and for the evaluate the talent of the teams
who belong to diverse cultural patterns. However in order to attain the ability of efficiently
distinguishing start business operations are highly distinct managerial subcultures where by each
comprises its individual mental mechanism, models and language. Moreover in order to mitigate
these challenges and gain competitive advantage leaders engaged in global business environment

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must obtain diverse linguistic skills and know the write queries to pose in addition to the ability
of applying accurate matrix for assessing and employing people in order to manage areas where
they might lack expertise. Dragoni et al. (2014) have claimed that by investing directly in
establishing standardize evaluation schemes for each role of global leaders, business enterprises
can ensure that new global leaders get the idea of the business operations and strategies in
systematic manner. Similarly identifying differences between members of multicultural team
could enable an organisation to take advantage of diversity in their organizational perspective
and experience. It is essential to note that for global leaders cultural diversity leads to an
extensive range of potential solutions to resolve multifaceted technical as well as organizational
challenges and have the ability to bring resolutions for certain significant specialised markets
(Maranga and Sampayo 2015). Foreign-trained personnel for example, has the ability to serve
decisive role in interacting with international clients and prospects of similar backgrounds
specifically when they are located outside the country of origin.
Conclusion
Therefore from the above discussion, it can be concluded that the nature of issues and
competition leaders engaged in global business environment encounter has been rapidly
changing with highly developed strategies and methods applied in order to deal with these
critical areas of challenges.

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References
Axelrod, R.S. and VanDeveer, S.D. eds., 2014. The global environment: institutions, law, and
policy. CQ Press.
Coccia, M., 2015. General sources of general purpose technologies in complex societies: Theory
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Society, 42, pp.199-226.
Dragoni, L., Oh, I.S., Tesluk, P.E., Moore, O.A., VanKatwyk, P. and Hazucha, J., 2014.
Developing leaders’ strategic thinking through global work experience: The moderating role of
cultural distance. Journal of Applied Psychology, 99(5), p.867.
Hackmann, H., Moser, S.C. and Clair, A.L.S., 2014. The social heart of global environmental
change. Nature Climate Change, 4(8), p.653.
Herd, A.M., Alagaraja, M. and Cumberland, D.M., 2016. Assessing global leadership
competencies: the critical role of assessment centre methodology. Human Resource Development
International, 19(1), pp.27-43.
Lisak, A. and Erez, M., 2015. Leadership emergence in multicultural teams: The power of global
characteristics. Journal of World Business, 50(1), pp.3-14.
Maranga, K. and Sampayo, J., 2015. Management and leadership in a global
environment. Journal of Management Policy and Practice, 16(1), p.83.
Marshall, J., Coleman, G. and Reason, P., 2017. Leadership for sustainability: An action
research approach. Routledge.