Leadership in the Globalised Firms - Research Paper Example

Leadership in the Globalised Firms Self-Assessment Situational Paper Table of Contents Table of Contents 2 Leadership in the Globalised Firms 3 Discussion 3 1. Motivation 3 2. Ethics 4 3. Goal of a Leader 4 4. Coercive Power 5 5. Delegating Leadership Style 5 6. The New Leader 6 7. The Proverbial Task and Relationship Argument 6 8. Self-Leadership Improvements 7 9. Communications as a Leader 7 10. Overall Management Evaluation 8 Conclusion 8 References 9 Leadership in the Globalised Firms Globalised firms are facing different types of internal and external challenges. These threats are reducing the potentials of growth and sustainability in the international market. Leadership is one of the key traits of the managers and administrative level of the firms (Makri & Scandura, 2010). In current Leadership Self-Assessment Situational Paper, I will be reflecting my leadership traits along with conventional approaches. I observed that leadership is a systematic process that influences employees or team members in positive direction. It can be said that the global and national firm’s leaders or management are using different type of approaches to guide their followers. I observed that the leadership quality is used to accomplish organizational profitability goals (Kouzes & Posner, 2007). Thus, my LSA reflection paper will cover different aspects to ensure variant leadership traits of mine. Discussion 1. Motivation Global leaders are responsible to motivate their subordinates and team members. Therefore, selecting one motivational tool is highly required to lead employees. I observed that majority of the people gets motivated if their needs are fulfilled (Kouzes & Posner, 2007). Satisfaction or dissatisfaction of the employees depends on the ability of the organizations ability of meeting the need of the employees. In order to meet the needs of the employees, I consider a mixed approach of the three major theories namely, hierarchy of needs theory, two-factor theory and acquired needs theories as the most useful (Edwards & Meliou, 2015). In order to maintain motivational level, I will be concentrating on certain factors like the physiological, safety, social, esteem, and self-actualization (Kille, 2007). Again, I think that the motivators or higher-level needs employees are highly influencing the employees than the maintenance factors of lower-level needs. Finally, I think that need related motivational factors depend on the power, achievement and affiliation factors. 2. Ethics There are different types of leadership ethics like golden rule, stakeholder approach to ethics and four-way test. Being the global leader, I use stakeholders approach in order to maintain a balance between the welfare of both senior management and subordinates. In this scenario, I have to follow the order of senior management as well as I have to answer the query of the employees. However, I cannot inform the employees regarding the reduction in pending staffing by 10%, as it will harm the motivational level of staff or team members. I will try to react against rumors in a positive manner. In the staff meeting, it is one of the most crucial ethical issues. I will inspire my staff to provide their best contribution and fight to sustain in the firm. It will be a healthy competition, which will enhance the overall performance of the firm (Machold, Huse, Minichilli & Nordqvist, 2011). Therefore, this ethical strategy will help me to maintain my responsibility from both ends. 3. Goal of a Leader Global leaders are adopting different type of approaches to manage diversity among their followers and subordinates (McLeanCobban, 2013). I observed that the global organizations are facing an intense challenge in terms of maintaining cross cultural diversity and socio economic differentiation among the people. It is a major leadership dilemma, which has reduced the efficiency of operational activity. In my assessment, it has been observed that Novartis, Kaiser Permanente, PricewaterhouseCoopers, Ernst & Young, Sodexo, MasterCard, Prudential, Johnson & Johnson and Procter & Gamble are facing leadership related challenges (Pandey & Rhee, 2014). Leaders of such organizations are aiming to reduce diversity among the international groups of the employees. Cultural, linguistic, gender and economic diversity maintenance is the main aim of the organization. On the other hand, I observed global leaders are aimed to maintain proper strategies to reduce the diversity among their suppliers. Leadership traits will get more efficient if CEO directs their employees. Administrative groups are able to share organizational goals, mission and vision with their employees in order to achieve more success (Raffel, Leisink & Middlebrooks, 2009). I realized that the leaders are developing strategic goals to use emerging technology to increase communication and minimize diversity among their multidepartment employees. In the contemporary market condition, leaders are creating affinity groups, which help them to maintain separate strategies for different groups. Finally, it can be said that the leaders can reduce behavioral diversity with the help of flexible operational environment (Edwards & Meliou, 2015). 4. Coercive Power In the organization, I faced difficulty in controlling a coercive leader who handles one of the organizational teams. Such leadership power or style does not match my approach of being a leader. Mainly, coercive power refers that the manager forces team members or an employee to follow his orders (Riley & Louis, 2000). Coercive leader threatens the employees with punishment and disciplinary actions. In this situation, I will be adopting transactional or transformational leadership styles to exchange information between leaders and employees and I will communicate with particular leader for not using coercive power. On the other hand, I will communicate with the subordinates to generate idea on their expectation regarding salary, working times and job delegation. It will help me to manage organizational human resources very well in order to accomplish tasks. In addition, such strategy will help me in maintaining extensive relationship between employees and management group (Huber, 2009). 5. Delegating Leadership Style Adoption of a proper delegating leadership style is highly required for maintaining influential leadership. It helps in maintaining proper utilization of human and other organizational resources. Delegating covers the dimensions like removal and empowerment of different staff. A four step plan can be used to maintain feasible delegating leadership style (Kouzes & Posner, 2007). Firstly, I will explain the need of delegating and the basis of selection of employees for any particular job. It is an ethical consideration of the leadership styles which will help in executing the strategy. In the second step, I will develop objectives for the delegation process. In this stage, I will define responsibilities of employees or team members, authoritarian level and deadline of meeting the delegation of jobs (Kille, 2007). In the third stage, proper synchronized processed delegation plan will be developed. It will be ensuring more accuracy in the execution of empowering plans. Employees will feel easy to get accustomed to the change process. In the fourth step, I will establish a set of control measures for the delegation strategy in order to evaluate the plan. Such measures are helping me to evaluate the accountability of the employees (Machold, Huse, Minichilli & Nordqvist, 2011). 6. The New Leader Proper leaders require an in-depth knowledge on the employees, culture and different economic scenario of the organization. It will improve analytical and decision making skills in establishing organizational strategies. However, being a new leader in the organization I will be facing certain challenges regarding imposing any decision and leading the employees. In this situation, certain synchronized strategies will be adopted by me to increase the feasibility of leadership skills (Pandey & Rhee, 2014). In the current situation, I will try to develop my indirect knowledge on the organizational operational process. During the first week, I will interact with the organizational stakeholders as much as possible. This process will help me in gaining the basic knowledge on the customer’s attitude and cross cultural factors in the organizations (Raffel, Leisink & Middlebrooks, 2009). On the other hand, during the first month of leadership position, I will try to evaluate external market condition of the particular market segment. Such results help in identifying the potential opportunities and threats of the organization. Henceforth, I can develop my leadership traits during the first month of employment without having certain industry specific knowledge. 7. The Proverbial Task and Relationship Argument Global leaders must communicate organizational goals and objectives among the employees (McLeanCobban, 2013). They must balance the task orientation and relationship buildup. However, I faced certain challenges in matching task vs. relationship skills. Task orientation will help in accomplishing of the organizational goals. However, too much task directed leadership will create stress among the employees, which will lead to less productivity (Pandey & Rhee, 2014). Performance of employees reduces due to increased amount of stress and fear factors. On the other hand, relationship will help the leaders to guide employees in maintaining proper operational policies. It increases feedback collection from the employees regarding the training needs, workplace culture and technological insufficiency. Leaders can increase welfare for the employees and increase performance level. Nevertheless, extreme worker friendly relationship will increase the potential loafing and insincerity among the employees. They are least concerned about operational performance and organizational goals (Machold, Huse, Minichilli & Nordqvist, 2011). Therefore, I will be maintaining proper balance between the task concerns and relationship buildup. 8. Self-Leadership Improvements I am an entry level graduate and my leadership skills are quite amateur in terms of controlling large workforce and multidepartment organizations. I observed that I need to develop my analytical skills in terms of evaluating distinct market conditions. It will gradually increase the feasibility of my decision making skills (Machold, Huse, Minichilli & Nordqvist, 2011). In addition, the skill will help me in maintaining proper measures for the potential threats and opportunities. After successive development of the analytical and decision making traits of leadership, I will be able to meet distinct logical, systematic and critical condition faced by the business. My leadership will get more active during high stress situation. Different conflict and arguments are solved through physical and emotional contribution. Such skills are highly required to influence the contemporary global workforce. On the contrary, lower analytical skills will lead me to become uncreative and data restricted. It will hamper my leadership style also and it will become tiresome, slow and least efficient. 9. Communications as a Leader Efficient global leaders must have proper communication skill in terms of controlling the subordinates and team members. Communication skills can be referred as the key of the interpersonal relation development (Kouzes & Posner, 2007). My communication skills are efficient enough to influence subordinates and maintain organizational efficiency. I can inform the employees about their roles and responsibilities. Feedbacks are collected by me from the employees and other stakeholders quite easily and their requirements are met. In addition, I can force them to maintain distinct operational requirement. I am able to communicate personal requirements, specific goals setting and future oriented. Past results are stated by me to increase the efficiency of the employees. Ego is avoided while communicating job roles and responsibilities. It will help in communicating potential benefits and working responsibility (Kille, 2007). 10. Overall Management Evaluation From the study, it has been observed that my leadership skills are quite effective for the small scale organizations. I am an entry level graduate and such skills help me in maintaining small amount of workforce in the organization. However, I am planning to move to any of the organizations like Novartis, Kaiser Permanente, PricewaterhouseCoopers, Ernst & Young, MasterCard, Prudential, Johnson & Johnson and Procter & Gamble. These companies are famous for their leadership styles and operational policies (Edwards & Meliou, 2015). Therefore, I need to develop proper leadership development plan, which will emphasize on different dimensions like the critical and analytical skills. I must develop my strategically and customer centric approach in order to meet different cultural and interest conflicts (Raffel, Leisink & Middlebrooks, 2009). Gradually, I can help the firm in maintaining proper operational efficiency. Conclusion Current Self-Assessment Situational Paper has developed distinct idea on the leadership traits of mine. It can be said that the factors like motivation, ethical consideration, goal orientation, coercive power and responsibility delegation capacity influenced my leadership quality. However, I faced certain complexity in implementing leadership quality in new job or occupational condition. In the globalised organizations, cross cultural complexity and distinct values will create certain biasness among the leaders and it is tough to delegate tasks among employees. Organizational relationship is facing huge argument from employees of multiple background. Moreover, I have outlined the self-leadership improvement process adopted by me to enhance skills and capabilities of being a global leader. Finally, I can state that the skill of communication is mostly required to become an efficient leader. References Edwards, T. & Meliou, E. (2015). Explaining leadership in family firms: Reflexivity, social conditioning and institutional complexity. Human Relations. 17(7), 221-227. Huber, S. (2009). School leadership. Dordrecht: Springer. Kille, K. (2007). The UN secretary-general and moral authority. Washington, D.C.: Georgetown University Press. Kouzes, J. & Posner, B. (2007). The leadership challenge. San Francisco, CA: Jossey-Bass. Machold, S., Huse, M., Minichilli, A. & Nordqvist, M. (2011). Board Leadership and Strategy Involvement in Small Firms: A Team Production Approach. Corporate Governance: An International Review, 19(4), 368-383. Makri, M., & Scandura, T. (2010). Exploring the effects of creative CEO leadership on innovation in high-technology firms. The Leadership Quarterly, 21(1), 75-88. McLean-Cobban, W. (2013). Proof positive: Thought leadership in Canadian professional service firms. Journal of Professional Communication, 3(1), 141-147. Pandey, S. & Rhee, S. (2014). An Inductive Study of Foreign CEOs of Japanese Firms. Journal Of Leadership & Organizational Studies, 22(2), 202-216. Raffel, J., Leisink, P. & Middlebrooks, A. (2009). Public sector leadership. Cheltenham, UK: Edward Elgar. Riley, K. & Louis, K. (2000). Leadership for change and school reform. London: Routledge/Falmer Read More