Multicultural Leadership Traits in the 21st Century Essay

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Globalization

ANALYSIS OF GLOBAL LEADERSHIP COMPETENCIES

Leadership competencies are some of the issues in the global environment that influence the way people interact in a multicultural environment. Competencies are defined in terms of certain personal values, knowledge, skills, behaviors, and traits within existing leadership frameworks (Rosen, 2000). Various traits within a given framework are replaced using the relevant and beneficial behaviors. Selection of appropriate competencies continues to generate an argument while relevance of such competencies has a common bearing on the varying tasks in an organization. The purpose of this paper is to establish global leadership competencies within the context of universal qualities (Bingham, Felin, & Black, 2000). The qualities enable people to perform their respective jobs away from their organizational and national culture irrespective of their ethical or educational backgrounds. The functional areas include the job description as represented by organizational performance.

One of the features of global business leaders is that they appreciate cultural diversity. While the relevance of globalization furthers into business strategy, future leaders appreciate cultural diversity. The leadership strategies are more accommodative of the legal and economic differences coupled with the behavioral and social differences forming a part of the business world. Research shows consistency with creative leadership in showing respect for people's differences an important quality for successful global leadership (Hollenbeck & McCall, 2001). High-potential leaders believe that the understanding of more and diverse cultures is an obligation and an opportunity. Appreciating cultural diversity permits the inclusion of the issues that comprise of unique cultures. For instance, Americans or Europeans working on Middle East take time in reading and understanding the Koran. There is clarity that religion forms an important variable as it impacts on behavior across the region. Alternate issues of gift giving and the importance of time are elements of culture that global leaders have to adhere to (Rosen, 2000).

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Global economies have continued to give rise to ever-increasing essence of business leaders to operate effectively and efficiently in various countries. The study also suggests that the focus, of building flow of global leadership, requires team effort within global organizations from human resource professionals. Staffing professionals and corporate recruiters have the obligation of attracting and selecting new associates with the disposal characteristics that includes individuals with openness and extraversion. The illustration also advances on the cross-cultural experiences from non-work high-contacts such as international volunteerism and study abroad. Immediately organizations propagate leadership development and professionalism along globally mobile professions as needed, the experiences must be beneficial in the end.

High potentials have high regard for the possibilities of global leaders within an organization. The process involved in the identification of high potentials remains an essential element in leadership development and succession planning practices for all organizations (Hollenbeck & McCall, 2001). The goal of change management will include identification of processes in which organizations use to identify more high-potential leaders as well as how employees perceive the process's fairness. Researchers distribute leadership conferences among leaders within various industries and organization sizes. The focus addresses issues of processes in high potential identification with establishing perceived process fairness. Such findings reveal that more competencies are used in the identification of high potentials during the time. The extended competencies that are used in identifying high potentials include orientation towards results, adaptability, communication skills, ability to arrive at decisions and strategic skills (Rhinesmith, 1992). Further, the identification high potential process facilitates the communication of process evaluation where there are significant relationships between feelings from the perceived levels of fairness. Fair processes for identification of high potentials including competency approaches lead to increased perceived fairness.

Building partnerships is an important element in establishing consistency in performance. Building alliances and partnerships….....

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