New leadership skills and dimensions
Order Instructions:
Dear Admin,
I need an essay in the following subject:
Today’s globalisation demands new leadership skills and dimensions, especially in the area of cultural intelligence. Earley and Mosakowski (2004) explain that cultural competence is more than rote memorisation of a culture’s practices and beliefs; it involves, among other elements, an adoption of a culture’s habits and mannerisms. They further elaborate that through the adoption of customs and use of culturally relevant gestures, global leaders demonstrate to peers they hold them in high enough esteem to want to emulate them.
In this week’s Collaboration you will engage with your colleagues in a further exploration of the global business environment and the leadership practices within. You will analyse cultural competencies based on the ‘Diagnosing Your Cultural Intelligence’ test on the following link:
https://hbr.org/2004/10/cultural-intelligence/ar/1
To prepare for this Collaboration:
Complete the brief test entitled, ‘Diagnosing Your Cultural Intelligence’ by Earley and Mosakowski (p.4). in the following link:
https://hbr.org/2004/10/cultural-intelligence/ar/1
Consider the challenges and opportunities in a global environment that require effective leadership practice.
Explaining how your cultural intelligence might have an impact on the challenges to leadership.
After identifying at least two specific global leadership challenges that are of particular interest to you.
Discuss the ways that your cultural intelligence are similar or different with regard to the two specific leadership challenges in today’s global environment
1) The answer must raise appropriate critical questions.
2) Do include all your references, as per the Harvard Referencing System,
3) Please don’t use Wikipedia web site.
4) I need examples from peer reviewed articles or researches.
5) Turnitin.com copy percentage must be 10% or less.
6) IMPORTANT NOTE: I need you to talk about the Egyptian culture as I am from Egypt.
Note: To prepare for this essay please read the required articles that is attached
Appreciate each single moment you spend in writing my paper
Best regards
SAMPLE ANSWER
Introduction
The dissolution of economic boarders has been the result of many business operations getting global. As more organisations get involved into mergers and acquisitions, one is highly likely to suppose that enhanced integration between nations, and the internationalization of organizations, would lead to the disappearance of cultural disparities. In reality, as economic boundaries get shattered, cultural barriers are usually erected, an aspect that presents challenges and prospects for the business (Aggarwa, R. 2011). However, various global leadership standards have been identified to be rather effective when applied specifically in a multinational setting. For instance, effective leadership in a global context should always be informed by the firm’s vision, mobilizing an individual towards change, serving by building emotional bonds and also by nurturing individual for future responsibility (Aggarwa, R. 2011). And yet leadership within a multicultural setting can only be effective if the leadership is willing to recognize cultural constrains. This is to say, leaders can only become influential if they are able to acknowledge limitations presented by cultural disparities and by adapting to the culture of a host company.
Challenges and Prospects of International Leadership
International leadership has become a serious challenge in the prose of global commerce, social issues as well as HRM and development. How to undertake international leadership proficiently in the increasingly intricate environment is critical to global business and workforce management. While technological evolutions present the prospect of global economy, in terms of how communication and business is executed, cross-cultural managers should put into consideration at global change as a challenge that comes with prospects for corporate and individual development (Ang and Van Dyne, 2008). Moreover, to be able to adapt rather fast to global transformation, global business educators and purveyors are expected to react swiftly to the effects of demographics, innovation and internationalization with a view to offering specific job skill development, when it comes to international leadership, work related ethics and endless learning (Aggarwa, 2011).
With an increasing demand for information-based organizations, it has become the obligation for both employees and the leadership to cultivate the success of workplace learning and career growth. International leadership in this case, is about building their interpersonal dexterity to manage racial gridlocks that have occurred and to develop persons and groups in the workplace. An effective global leadership should recognize what leadership is required and executed it accordingly (Ulrich & Smallwood, 2012). Persons with diverse cultural backdrops might differ in their view points and expectations of leadership. Owing to the largely Western as well as individualistic viewpoint, the extent to which leadership conjectures especially from the west is executed internationally is a subject of discussion in various quotas. Eastern leadership, for instance is the complete oppose from western leadership in terms of cultural customs and business practices.
To cultivate a timeless leadership, global leaders should demonstrate competence in cross-cultural consciousness and practice. It is therefore imperative to comprehend the importance of leadership and what is expected of it, and to be able to enhance and sustain competent leadership approaches for lasting change (Ulrich & Smallwood, 2012).
Creating Cultural intelligence
Livermore (2011) contends that organizations across the world can only hope to create cultural intelligence pegged on four drivers namely; drive, knowledge, strategy and action.
For organization to become CQ compliant, they need motivation to learn and acclimatize in an environment with diverse cultures. So it also starts with getting interested in knowing what brings to the fore a certain culture. To enhance the underlying motivation, exploration of new cultures and communities is necessary. Organizations should create voluntary projects employees to interact with various departments, firms and cultural groups in bid to building confidence (Earley and Ang, 2013).
While CQ is beyond learning different culture for the sake of learning, being acquainted with how culture shapes one’s behavior, values and belief system is critical. This is to say organizations should encourage employees within a multicultural setting to learn about a culture they find more appealing. This knowledge base will present them with the general outlook of cultural disparities; moreover, it will enhance their understanding of how persons from diverse cultures interact. It starts with the need to understand a country’s chronological account when relocating there, or when assembling a team of local employees (Livermore, 2011).
Organizations that expect to realize this goal have no option but to come up with a strategy that guides their bid to enhance CQ across the company. This approach should stem from what employees have learned from their cultural consciousness, while making strong, cultural schedules in the end. For instance, an employee from South East Asia may consider that saying No is being discourteous (Bhagat, 2006). Why? It would be critical for instance to have a close understanding of how masculine and individualized societies react at any given point. Employees from the west for instance, are brought up with capitalistic mindset where individual success matter a great deal over collectivism. In the same breadth, it requires any company to understand the employees from the East for instance, have been cultured in a masculine society where group efforts are valued over individual input. With this background, it becomes important to keep notes of cultural observations in a multiplicity setting as the best to resolving cross-cultural problems. Ultimately, CQ is about enhancing cultural interaction at work.
This is the last component of cultural intelligence that is associated with behavior and especially the technique used in adapting when things do not work as planned. In most instances, cross cultural interactions are not always smooth, as such, it’s important to think while being in control. For example, an organization should learn business etiquette of the culture they are working to present them with that culture not just business but also social practice (Livermore, 2011). When it comes to observing a different culture, the organization should keenly concentrate to way is going on around. For instance, conversion style, voice intonations and body language. This will help the organization a detailed understanding and effectively interact with that culture.
Conclusion
While the 21st century is increasingly becoming global, our common human is shrinking day by day, as we get closer and closer. In this respect, as the world gets more integrated, cross-cultural intelligence becomes a critical element. This is evident in modern organizations where employees stem from a diversity of backgrounds. At that point, the issue of CQ has a huge bearing when it comes to corporate leadership and management (Ang and Van Dyne, 2008). Based on the paper CQ allows employees to adapt easily within a multiplicity environment. With CQ, employees are able to sermon cultural strategic thought processes, motivation and behavioral thinking. Managers on the other will be faced with the challenge of working in a multicultural setting. Without CQ, the manager may find it hard to identify the subtle cultural disparity that is usually the genesis of many organization hitches.
Bibliography
Aggarwa, R. 2011. Developing a global mindset: Integrating demographics, sustainability, technology, and globalization. Journal of Teaching in International Business, 22(1), 51- 69.
Earley, P.C. and Ang, S. 2013. Cultural Intelligence: Individual Interactions across Cultures. Stanford Business Books: Stanford.
Ang, S. and Van Dyne L (eds). 2008. “The Handbook of Cultural Intelligence.” New York: ME Sharpe.
Livermore, David A. 2011. “The Cultural Intelligence Difference.” New York: AMACOM,
Bhagat, Rabi S. 2006. “Rev. of Early and Ang, Cultural Intelligence, and Hooker, Working Across Cultures“. Academy of Management Review 31 (2): 489–93.
Ulrich, D., & Smallwood, N. 2012. What is leadership? In W. H. Mobley, Ying Wang, Ming Li (ed.) Advances in Global Leadership (Advances in Global Leadership, Volume 7), Emerald Group Publishing Limited, pp.9-36.
We can write this or a similar paper for you! Simply fill the order form!
