GLOBAL LEADERS

Global Leaders

Global Leaders

Introduction

The discussion in this paper is based on reviewing the article of a journal “The Eye of the Beholder” and the case study “The Case of the Floundering Expatriate.” This paper mainly reflects on the implications of global teams that lead in their respective fields. The significant categories of global teams include cultural, linguistic, national heterogeneity and function in a globally dispersed environment are becoming a prominent form of systemizing work in worldwide organizations. The core purpose of global leadership is the ability to influence and motivate individuals who are different from the leader and belong to different backgrounds. It is very important for the leaders to develop an international understanding, develop the ability of tolearating increased ambiguity and maintain flexibility in adopting different culture around the world.

Discussion

The management and development of the team leader is widely influenced by the differences in national culture. There are some significant issues inheernt with the global and domestic teams. These significant issues are mentioned as follows.

Lack of clarity in communicating objectives within the team.

Misalignment of the objectives of individual members of the team.

Necessary knowledge and skills are not recognized. (Govindarajan & Gupta, 2001, pp.63-71).

Formality is considered as an issue for initiating a debate by the Americans. It is also an issue that a subject that is felt by the Americans to be openly debateable could be unacceptable by others. American managers remain quite cautious about selecting a decision making style (Javidan, et. al. 2006, pp.67-90). The Americans consider communicating anyone regardless of their level if they possess the right information. Most managers in the United States involved increased risk. The manager in America tend to take decisions in less time because of their strong orientation of performance and assertiveness. On the basis of these principles, they also tend to devise action plans quickly (Javidan, et. al. 2006, pp.67-90). It is observed that Americans do not like these attributes instead of their strong culture of performance orientation. Americans do not consider maintaining peace in the group and avoiding conflicts on the expense of results as a positive attribute. It is also observed that working on international projects and assignments enable individuals to gain experience and develop gloabal leadership skills. Various reputed organizations like Nokia, Shell, Citigroup and Siemens utilize the global assignments of their trusted employees in ordeer to develop and enhance their leadership skills.

International business teams ...