Leadership: Wilcoxs Poem - Essay Example

Introduction World famous leaders are referred to with admiration, history adores them, and audiences provide adulation for the ideologies the leader represents. Great leaders have come about in times of great crisis of the type that tend to submerge entire nations. History refers to the great ideologies and actions and decisions of leaders in a manner that implies that these were the only forces at work at the time. A discourse on leadership must consider not only the power of the ideology and actions that the leader chose but also the varied impacts of the philosophy. This brings out a wholesome portrait of the leader’s personality, the relevance of the ideology, the focus of the leader and the ability of the leader to stay current with the situation. Besides, the relevance of a philosophy is contextual, when the context changes without a concurrent change in philosophy it is quickly rendered redundant. An extension of the philosophy used by these leaders to a multinational corporate context must consider the overall business purpose of the corporation in line with the political, economic, social and cultural factors that come into play during business and the creation and management of excellence Main body Wilcox’s poem ideates a leader who comes as the right answer at a time when the populace is parched and suffering and looking to someone who cares to alleviate their suffering instead of focusing on personal growth and the furtherance of personal grandeur. In times of difficulty, an individual who seems to provide the solution may start on the right path and get waylaid by the importance placed or continues to follow a steady method of operation without considering the changed context and thereby loses track of the needs of currency. Wilcox’s poem highlights the need for a leader to focus on human suffering and provide hope, strength and kindness. Adichie (Danger of the Single Story, 2009) explains the danger of cultural stereotypes that are formed by unilateral versions and perceptions about different cultures and individuals, the same may be extended to the depiction of world leaders. The tendency to glorify a single aspect of a leader would have us believe in Gandhi as a saint and the non-violence movement as a highly effective means to counter power based government tactics. Gandhi came to a position of leadership when the country was in a state of strife due to the stifling colonial policies that threatened the survival of indigenous resources. The Indians had lost confidence and sought a leader who would free them from the British. Gandhi’s greatness lay in his ability to muster the support of Indians who had chosen either acquiescence or rebellion against the English. Gandhi’s path of non-violence eschewed acquiescence since it reduced the confidence of the populace while encouraging resistance to reduce the success of British enterprise. He believed in the power of religion to guide politics towards a strong ethical and moral base (Misra, 2004, p. 63). Despite the divided opinion about the wisdom of some of Gandhi’s choices, his method remains a source of inspiration to political activists and leaders the world over. Gandhi viewed himself as a politician though the world considered him to be alternately and anarchist and social reformer. His form of passive resistance coupled with the recognition for the development of the moral self made him more than a state leader or politician; his search had a wider universal appeal (Walden on Heroes, 1998). Mandela remained a charismatic leader throughout the struggle for freedom from colonialism and apartheid but remained in the backdrop of national politics in an advisory role (Maharaj and Kathrada, 2006, p. 290). Mandela was inspired to choose the path of non-violent resistance after spending long years in the armed struggle against apartheid. He spent almost 30 years in jail but came out without a trace of bitterness for the very powers that tried to curtail his freedom. During this time, Mandela continued to exercise the power to make his followers follow the path of restraint under trying circumstances – an ability that earned him worldwide respect. When power was handed back to the South African people, Mandela ensured that the new policies were inclusive of all races and avoided a retributive approach to managing the new South African government. After being a political party member and world advisor and opinion maker on matters relating to justice, he continues to be a revered world icon (The Long Walk of Nelson Mandela, 1999). The overwhelming response to the call to non-violence was a call to the inner self. Non-violent resistance, on the other hand, brought out the unjustifiable nature of violence. The film 500 Years Later depicts the absence of freedom in impoverished areas of Africa even today. The message of these great leaders is capable of bringing hope and freedom to the beleaguered Africans depicted in the film. Leaders like Gandhiji and Mandela made this weapon viable by catering to the notion of suffering for a larger good and creating an evangelical approach to the struggle. The purpose was greater than the self – a timeless concept. Margaret Thatcher’s policies were forcibly implemented, a fact that irked her own party members who felt that she was too aggressive and deaf to alternate views. Yet what was her context? At the time of her election, the United Kingdom was on a quick downtrend with high inflation and slow economic growth. She saw herself as a leader who had been voted to power to bring change and that was her single-minded agenda. She was willing to turn a blind eye to the fact her policies had not included the have-nots. Thatcher for her part felt that her detractors were trying to keep old habits in continuity at a time when she felt there was a crying need for change. She refused the ‘no’ as she considered it a way to get bogged down by old ways. Unemployment was a short term evil to her, an inevitable outcome of business failure. She refused to bail out companies that were on the verge of bankruptcy preferring that companies compete effectively or die. She was strongly opposed to the development of unions and was willing to use force to stop demonstrations. Her perceived supercilious manner upset many of her own party members. There were sharply contrasting views on the nature of her policies and her manner of implementation. For her part, she needed to maintain her political edge by appeasing some sections which inevitably led to the dismissal of the demands of other sections (Evans, 2004, p. 19). Finally it was her adamant attitude against the formation of the EU that led to her ouster from power. (News from Number 10, 2000). Barrack Obama (Obama: His Story, 2009) had seen poverty and comfort, experienced crushing alienation and unconditional acceptance before he emerged one of the most powerful men in world politics. He went through the anguish common of ethnic communities that feel different from the others. As he grew older, the need to fit in drove him to a variety of situations until he finally settled to an academic course that led him to the route of political head. This route led Obama from a situation of alien and victim to one of being able to change the lives of all the people of his country – regardless of race and colour. The perspectives drawn from the experience of growing up in America and later in Indonesia and Hawaii brought him to a state of understanding the feelings that come with poverty and being from a different ethnic background. He understands the context behind the failures and losses that come with feeling unwanted and the sheer will that must be exercised to overcome these feelings and reach a position of power and positive change. His rise to power has happened at a time when the American population looks for a solution to the economic crisis, an end to long drawn wars and employment for its citizens. It also signifies the hope of the local and ethnic populations. Hindsight will tell us of the correctness of the policies since at this point the media is judging him in a way that Adichie warns against –by demonising or idolising. International HRM and indigenous leadership policies An organisation that seeks to operate across global boundaries with diverse cultures would do well to understand the relevance of world leaders who garnered support for their cause and had a following of people from different backgrounds. These leaders led with a sense of purpose that drew attention away from issues of religion and culture. The larger purpose was paramount and all the followers swore by that larger purpose. They had overcome odds by sheer strength of self-belief and not been swayed from their purpose by superficialities of nationality, creed or background. Elkin and Sharma (2007, p. 395 – 417) elucidate that the Western leaders believed that people were little more than cogs in a wheel – easy to replace on demand. The Eastern and African philosophies of innate good and the power of values was at odds with the mechanical approach of the West. Lutz (2009) believes in the relevance of the African belief of Ubuntu that focuses on the community working for the larger good. Individual gain leads to social disturbance, focus on profit leads to corrupt practices since the means must serve the end. Any enterprise must work on the goal of larger good in order to gain acceptance in the business world. Factors affecting business The IHR manager must weigh the ideals mentioned above with the realities of the factors affecting business. International economic factors like recessions have an immediate impact on the viability of business expansion, continuation of less profitable international branches and investments to counter competitive forces and trade expansion. Political power determines the policies of a nation and the openness to business entry and growth. The strength of the relative currencies determines the lure a location while social acceptance does the ability to attract markets. Barriers are created to protect local industry may lead to joint management, an option that leads to local recruits and limited parent involvement. Employment norms determine the attractiveness of a location. Harris, Brewster and Sparrow (2003, p. 102-106) consider the concept of labour flexibility and the acceptance of the state. Germany prefers flexible specialisation while UK prefers ‘contractual flexibility’. Part-time employment is accepted in Northern Europe and North America. Poorer countries in Asia and Africa favour employment through sub-contracting to control costs and get the job done. Countries like Spain and Germany have direct state involvement in the length of the working day and rest breaks. Management of industrial relations is relatively free of state control in the UK unlike in Germany and Spain where the state plays an active part in work agreements. Business has to function within the labour regulations of different countries. USA prefers to look at employment as contractual whereas in South Asian countries, lifetime employment is preferred. Hillary, et al (2003, p. 41) point out that Japan is low on ‘promoting an empowerment culture’ and prefers vertical hierarchy while US emphasises flexible work practices and is ranked lower than France and Brazil in the preference for a hierarchy. Countries also adopt different pay practices that multinationals need to adapt to. OECD (2007) policies are designed to ensure that families can be sustained on their earnings and the design of support schemes in times of unemployment. US provide social security and unemployment benefits to help citizens which are a far cry from the benefits available to citizens of poorer countries. The European Union is making an effort to create a unified European Work Council to regulate union demands and management solutions to industrial disputes. The effort involves a coordinator who can ‘plan better strategic responses to global company issues which affect labour at a national level’ (Whittall and Knudsen, 2007, p. 84). International organisations like the ILO and UN aid countries to develop industrial capabilities and specialisation to compete in the world market. Underdeveloped nations of Africa have vocational training and employment promotion schemes to cater to the global demand for labour. This forms an attractive labour force for deployment at short notice. The importance of culture Connerly and Pedersen (2005, p. 6) believe that leaders must possess multicultural skills and awareness in order to function effectively across geographical boundaries to manage conflicts and ensure meaningful dialogue for survival of the corporation. ‘A culture-centred perspective… emphasises the similarities and differences between and among us creates a balance’ (2005, p. 27). Dowling, Festing and Engle (2008, p. 295-298) emphasise the need for the International HR manager to be cognisant of the external and internal environment in which the organisation and industry functions and use HR practices that balance this with organisational purpose. Hofstede (2001, p. 36) highlights the mental tendency towards ‘ethnocentricism’ and suggests an understanding of the languages of the countries to better appreciate the culture and avoid the mistaken belief in the innate superiority of one’s own culture over others. Within the EU, Hofstede’s (2001, p. 100) findings regarding the higher Power DI of the Germanic cultures as opposed to the lower PDI of Latin cultures. Superior-subordinate relationships, parent company communications and actions are viewed differently by these two cultures with the low PDI culture working from a perspective of interdependence whereas high PDI countries are more demanding for visible signs of involvement in business. Within Asia, Japan, China and India show distinct cultural expectations of authority and the display of power. Japan draws power from belonging to a group, community or clan – personal references and family belonging are important. India shows a high requirement for humaneness though there is a high inequality in power distribution (Messner, p. 6). The diversity of expectations stems from individual views, sub-cultures operating within the organisation and the cultural setup of the group and/ or nation. Moran, Harris and Moran (2007, p. 152) refer to the GE finding that ‘integration involves not only technologies and products, but cultures. Concepts of planning, timeliness, nature of employment, and competitiveness are just a few examples of cultural paradigms that the can mar cross-cultural collaboration. The creation of practices that allow individuals to express their aspirations and their willingness to go beyond the routine to achieve allows the organisation with ready information of employees who may be considered for new business opportunities. Harris, Brewster and Sparrow quote Laurent’s assertion that corporations must avoid the creation of a supra-culture to over-ride local cultures. Instead the organisational culture should be restricted to ‘systems of norms, expectations and historically based preferences, constantly reinforced by their behavioural manifestations and assigned meanings’ (2003, p. 39). The parent country must have a laid down policy that provides a guideline to employees across the world about conducting day-to-day business and the philosophy behind the policy. Large MNCs lay down rules regarding bribery and display their commitment by avoiding operations in locations where corruption is rife. An open display of organisational purpose and the communication of this decision across the company is a way to provide proof of intent. Cultures that are open to ambiguity and expect that the organisation is open to bending rules towards reaching the end require visibility of solutions found without bending rules. Local or foreign resources Government regulations, availability of skilled resources and the costs are the main factors behind this decision. Decisions regarding type of employment must be driven by business need. Specialised skills may be hired on consulting terms while temporary business upsurges managed with the use of temporary staff. Expatriation may be treated as a means to appropriately solve a staffing issue and not as a means to motivate employees or point to the success of an individual. Climatic and environmental effects on health must be taken care of by providing greater allowances for medical care and timely advice for safety. Countries that are prone to strife are a constant source of worry and call for the creation of safe access routes for the employee and the family. This acceptance and mental preparation must be a part of the pre-expatriation program. The family setup is affected with children’s schooling being affected, change of employment for the partner and the stress of setting up afresh in an alien country. The family needs cultural training and advice about the things that can be done in the new place. Dowling, Festing and Engle emphasise on providing international cultural training to expatriates and checking the success of the training before they leave for the assignment (2008, p. 139). Role clarity and responsibility are necessary for human resource representatives in the parent and host country. National culture impacts HRM practices so the move towards globalisation involves an understanding of cultural influences on human resource management and understanding the different values placed on people by different countries (Harris, Brewster and Sparrow, 2003, p. 41). Organisations that encourage diversity are wont to find disparities when an employee is expatriated to a country where similar skills are locally available. Compensation and level disparities have a direct impact on the motivation of the local resources. An effective approach to counter this would be to state the circumstances under which expatriation is allowed and clearly disallow transfers in specific situations. Skills that may be locally sourced or trained provide a better return on investment than the option of expatriation. Tasks that are similar in terms of complexity should also be locally manned. Expatriates may be allowed only for special skills or for allowing for centralised business control. Repatriation at the end of an assignment is a source of worry. Organisations need to focus on aiding repatriation by providing programs that prepare them for the transition. Communication with the employee to understand the nature of skills and experiences garnered during the expatriation and ensuring their utilisation in the new role helps the organisation to retain a well motivated employee. The employee may be encouraged to share experiences with potential expatriates to keep the expatriation process healthy. In the absence of a well planned effort, repatriation becomes an expensive failure with existing expatriates finding their efforts ignored and facing possible redundancy and potential expatriates recognising the inability of the organisation to utilise available talent (Bohlander & Snell, 2007, p. 664). Conclusion Literature regarding leadership across diverse cultures emphasises the need to lead by focusing on sensitivity to culture. Yet, when we consider global leaders discussed at the start, we find that they were driven by values, a desire to set something right at great risk to themselves or had drawn perspectives from diverse experiences and wanted to bring positive change to a people. These leaders did not start out considering the global acceptability of their philosophies, they believed intensely, personified the philosophy and attracted worldwide attention due to sheer rightness of intent. Whether Gandhi was relevant in all contexts; whether Mandela remained politically relevant after the fight was over is overshadowed by the thoughts and intent that preceded their actions. By extension of this reasoning, the policies and practices to manage cross-border human relations must provide a similar sense of greatness of intent, an intent based on ‘ubuntu’, virtue rather than one based on purely economic success. The focus on aiding countries to build up resources and helping people in transition moves from profit-orientation to caring for the larger good. When the larger purpose goes beyond the benefit of a few to that of larger communities, large groups of people are attracted to the thought and willing to work for its fruition. The leaders were a living example of the philosophies they espoused. IHRM philosophies based on good intent and thought have the potential to increase acceptability by adopting policies that work within government regulations to positively impact the countries they have a presence in. References Videos 1. Danger of the Single Story. Adichie, Chimananda. July 2009 [Online Video]. TED. http://www.ted.com/talks/chimamanda_adichie_the_danger_of_a_single_story.html 2. Obama: His Story [On Stream]. Clive Myrie. March 2009 [Online Video]. http://curve.coventry.ac.uk/cu/items/15400e04-b9a1-2b04-9242384ebc66280e/1/Obama_his_story.html?.hb=true 3. News from Number 10. Thatcher: The Downing Street Years, 2000. [Videos]. London, 2000. 80 min. 4. News from Number 10. The Battle for the Euro, 2000. [Videos]. London, 2000. 80 min. 5. The Long Walk of Nelson Mandela. 1999. [Videos] Frontline. 1999 120 min 6. Walden on Heroes: Mahatma Gandhi 1998. [Documentary Film] BBC 2, 4 September, 1998. 7. 500 Years Later, 2005. [Videos]. London: Halaqah Media Films. 106 min. 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