Introduction
Global leadership refers to the study of various disciplines, where future leaders in the personal experience field are informed of the principal elements they require. This enables them to familiarize effectively with globalization impacts (anthropological, psychological, sociological, geopolitical, geographical, and physiological).
In global leadership, individuals assess the collaborative efforts of various stakeholders amidst environmental challenges, and develop a vision that incorporates a worldwide mind- set.
Trends begin with colonialism, and are accelerated by innovation and mass media. This leads to a variety of novel concerns, which mankind has to solve. This paper aims at assessing whether majority of the leaders adhere to global leadership, and the future requirements these leaders need to survive in the global business arena (Ghemawat, 2005: 98).
Do Majority of the Leaders Follow Global Leadership?
Considering all the uncertainty and volatility present in the current workforce and world, there is a great need to create successful global leaders.
The world has increasingly become complicated, unpredictable, and volatile (Morrison, 2000: 120). It is worth pointing out that there is extreme urbanization, growth in the population, and assorted combination of young and old employees, which has resulted to changes in the universal workforce. The workplace is increasingly being shaped by social learning and mobile technology (Jokinen, 2005: 221).
Globally, leaders and their workforces are linked together by economic uncertainty. Majority of the leaders are aware of the shifts in the present world and workforce. Therefore, they have adopted global leadership, which is necessary for organizations to traverse transformation and complexity. Global leadership involves ensuring multicultural effectiveness, cultivating a sense of self- being in every human encounter, embracing personal differences, and efficiency in managing paradoxes (Mendenhall et al, 2012).
Presently, leaders possess a greater purpose, where they encourage employees to improve their output, and make them feel emotionally participative. Leaders aim at making the company a place where employees are proud of. For companies to build trust and acquire operational licences, they have increasingly become responsive to societies.
In addition to educating probable future workers, there is a need for companies to respond to the local people’s needs (Oddou, Mendenhall & Ritchie, 2000: 160). An internal social link is necessary to ensure cross- border collaboration. Global leaders require relevant characteristics such as reliance, which entails advocating for long- term effective strategies.
Such leaders never give up, ensure a successful organization, and promote social and financial value. These leaders set great objectives, which enable them manage their performance. Global leaders focus on solving all challenges effectively, communication, team building, and ensuring a solid and diverse community (Petrick et al, 1999: 64).
Future Requirements of Leaders in the Global Business Environment
Individuals involved in the management of learning functions should assist leaders to carry out the present necessary tasks. Moreover, they should equip these leaders with the skills to deal with ambiguity, as well as handle tomorrow’s tasks. There is a need for interdisciplinary collaboration, to develop training tools and models of leadership.
These are exceptionally effective in equipping global leaders with the skills of mastering novel challenges. Learning designers should safeguard activities which motivate learners to utilise their physical, emotional, and mental senses (Petrick et al, 1999: 64). These senses are necessary for gathering input and integrating multiple contexts. Individuals involved in talent management and career planning should focus on acknowledging the challenges that leaders face.
References
Ghemawat, P 2005, “Regional strategies for global leadership”, Harvard business review, vol. 83 no. 12, pp. 98.
Jokinen, T 2005, “Global leadership competencies: a review and discussion”, Journal of European Industrial Training, vol. 29 no. 3, pp.199- 216.
Mendenhall, ME, Osland, J, Oddou, GR, Bird, A, Maznevski, ML, Stevens, M & Stahl, GK 2012, Global Leadership 2e: Research, Practice, and Development, Routledge, New York.
Morrison, AJ 2000, “Developing a global leadership model”, Human resource management, vol. 39 no. 3, pp. 117-131.
Oddou, G, Mendenhall, ME & Ritchie, JB 2000, “Leveraging travel as a tool for global leadership development”, Human Resource Management, vol. 39 no. 3, pp. 159-172.
Petrick, JA, Scherer, RF, Brodzinski, JD, Quinn, JF & Ainina, MF1999, “Global leadership skills and reputational capital: Intangible resources for sustainable competitive advantage”, The Academy of Management Executive, vol. 13 no.1, pp. 58 69.