Global leadership development programs
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It is certainly a cliché that we are living in a ‘global world’ and as such the concept of ‘global leadership’ may be seen to be a somewhat nebulous one but the reality is that there is increasingly greater communication on a global scale and leaders need to cope with this. Morrison (2012) seems to suggest that MNEs – presumably Western ones – do not recognise the extent to which leadership skills on a global basis need to be developed and as such may have a poor understanding of how to develop them. Please see the attached article and think of suggestions for improvement.
please read the attached file:
Morrison, C., (2012), Global leadership development: a case of misplaced optimism? People & Strategy. Vol. 35 Issue 2, p18-20.
SAMPLE ANSWER
Global leadership development programs
Developing global leadership mindset is an iterative procedure. The process integrates the know how, cultural competence, communication and managerial expectation. To select a good global leader, the organization should identify the talents, experiment their abilities by offering them opportunities to work with cross cultures in order to nurture their talents. This will enhance their creativity; make them more vibrant and empowered. However, most companies leadership development programs are not in place. The programs are facing numerous challenges. For instance, most organization selects the high potential managers to participate in the development program i.e. lack participants selection criteria. In most cases, these managers global mindset are more individualistic than collective. The individualistic cognitive approach influences the global leadership development program performance negatively. It also denies other young and talented leaders from participating in such programs (Morrison, 2012).
In this context, Conventional definition of global leadership that implied that posting staff overseas or establishing new operations there. Most of the organizations base their leadership development programs using their long term strategies; keeping their focus more internal. With the increase globalization and internationalization of financial markets and the multicultural society, there should be a clear distinction between national leadership and international leadership; the two leaderships should be re-interpreted/re-defined to include the concepts that domestic contexts are taken overseas whereas the international dimension comes to local territory i.e. link their interdependency. Secondly, a standardized global leadership program evaluation metrics should be established to evaluate the program’s effectiveness. These metrics will assist in; establishing criteria for choosing participants; evaluation of the current and future organizations leadership competencies; measure the outcomes produced by the leadership development program and lastly to identify gaps and facilitate in shaping the content to eradicate the gaps (VanderPal &Shan, 2014).
References
Morris.C. (2012) Global leadership development: A case of misplaced Optimism? People &Strategy 35; 2, 18-20
VanderPal, G., & Shan, VC. (2014) An overview of global leadership: ethics, values, cultural diversity and conflicts. Journal of leadership, accountability ðics 11; 3,166-177
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