Global Leadership: Analyzing Management and Leadership Strategies

This assignment explores key aspects of global leadership, addressing critical skills and strategies for effective management in a globalized world. It examines the importance of a global mindset, intercultural communication, and cultural sensitivity in navigating diverse business environments. The assignment analyzes Charles Handy's insights on essential leadership skills, contrasting them with the demands of the contemporary business landscape. It further delves into the nuances of equitable agreements, highlighting scenarios where perceived inequities might still be viable solutions. Finally, it considers the impact of cultural backgrounds on negotiation styles, differentiating between sequential and holistic approaches and emphasizing the need for adaptability in achieving successful outcomes. This assignment provides a comprehensive overview of the challenges and strategies involved in leading effectively across cultural and economic boundaries.

Running head: MANAGEMENT AND LEADERSHIP
MANAGEMENT AND LEADERSHIP
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MANAGEMENT AND LEADERSHIP
Answer to question 1:
In the world where globalization has become the most important phenomenon, companies
make use of excessive partnerships and global alliances to be in line with the contemporary
business needs. Under such circumstances, it is important that companies enhance their
management skills because dealing with global clients and employees would require them to
possess management qualities that could resonate with the global environment.
These skills include possessing a global mindset, intercultural communication ability,
sensitivity to cultural diversity, global strategic thinking and collaborative skills. Possessing a
global mindset means the capability of perceiving and decoding behaviors in multifarious
cultural contexts (Mendenhall et al., 2017). Intercultural communication ability is the ability to
communicate effectively with clients and customers belonging to different cultures. Global
strategic thinking is the ability to implement policies that could work globally. Sensitivity to
cultural diversity means being aware of the cultural similarities and differences between people.
Answer to question 2:
Charles Handy’s suggestion that the most vital skills to possess by future organizations is
the ability to influence people at personal level, win friends, structure partnerships, negotiate and
find compromises. In the contemporary competitive world however, the managers or leaders
have very little time to try to build personal relationships and make friends. Apart from that, the
highly competitive and sometimes destructive business environment in the contemporary world
demand punctuality and discipline under which, it becomes difficult to form relationships
(Mendenhall et al., 2017). While it could be agreed that Handy is correct in suggesting the need

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for possessing the ability to structure partnerships and negotiate, making friends and influencing
people at the personal level could not be agreed upon.
Structuring partnerships is an important element of business in the global world and it has
been found that building partnerships have contributed largely towards effective global
leadership. Furthermore, the global business environment necessitates negotiation of the highest
level in order to achieve success.
Answer to question 3:
It is not always necessary for both parties involved in an agreement to believe that the
agreement is equitable, that is, an ethically or legally just agreement. The reason is that
sometimes the two parties come to an agreement where one party might benefit a little more than
the other party. Therefore, it is possible that there will be circumstances where inequitable
agreements might turn out to be the only and the best solution for the parties involved.
Answer to question 4:
It depends on the cultural background of the two parties whether they prefer holistic
negotiation or sequential negotiation. Sequential negotiation means negotiating individually
whereas holistic negotiation refers to the negotiations done with everyone involved (Perreault,
Kida & David Piercey, 2017). To decide whether the two parties would reach a negotiation
having different negotiation strategies, it is important to analyze the deal on which the
negotiation is being done. One party will have to adjust to the negotiating style of the other party
so that an agreement is reached.

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References:
Mendenhall, M. E., Osland, J., Bird, A., Oddou, G. R., Stevens, M. J., Maznevski, M., & Stahl,
G. K. (Eds.). (2017). Global leadership: Research, practice, and development.
Routledge.
Perreault, S., Kida, T., & David Piercey, M. (2017). The relative effectiveness of simultaneous
versus sequential negotiation strategies in auditor‐client negotiations. Contemporary
Accounting Research, 34(2), 1048-1070.