Final ARP

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Global interdependent organizational leadership Comment by [email protected]: Topic is incomplete.

(New Topic) Bridging Global Leadership Gaps in Multinational Organizations.

Department of Global Leadership,;

Introduction to Research Method

October 30, 2021

44/50

Comment:

Your paper Will better orient the reader if you created subheadings from the following questions to address your topic:

Identify an applied topic in the field of global leadership studies and develop a question. Explain your choice of topic:

How does it relate to the field of global leadership?

Is it an applied topic and why?

Why do we need to know about this phenomenon?

Write a 5-sentence argument that relates to your topic including the following: identifying a statement, reasoning, and evidence for your argument.

The world as we know it is constantly in a state of change and still changing fast. Majority of the changes experienced are not technically bad, however, they have come with diverse rooms for adjustment, and are not suggestive, but necessary if we are to survive the waves of new ones happening around us by the second?. Before now, our distinctive features are what separate us, and pushing us apart, as people, organizations, and as countries (Setyaningrum, 2017). However, these distinctive and unique features have become a strength, bridging the gaps between usus, and causing us to rely and depend on one another (Tran, 2012). Now, as much as the strengths are not new, their discoveries or the potential buried in them are becoming more obvious and showcased for the world to see. This is true in every aspect of life, but more especially in the business and leadership world. One thing difficult to deny is, result. Quality leadership is obvious, and people will gravitate towards them, as we are in a global world where there is visibility, we are able to see leadership with results around us. So also in the business world, businesses are spreading their tentacles even at a faster rate (Setyaningrum, 2017). With the above reasons, we can see that there is a global leadership gap to be field.

Furthermore, global interdependent organizational leadership is an applied topic, as you will see throughout this paper, series of specific and really practicalpractical issues affecting the world at large due to interdependency of our world and organizations. We will also see, some very practical ways to resolve these issues. TThere are multiple reasons why businesses are moving to different countries, to mention just a few, changing business needs, lack or availability of skills set, cost of access to these skills, lack or availability of labor, mechanization, national policy, ease of business, cost of doing business, the demand of business, product or service, new targeted business, or consumer and so on (Chitakornkijsil, 2010). An example here is, the skillset and availability of labor in China are not the same available in, Taiwan, Mexico, or DR Congo. Therefore, businesses will gravitate towards where the things important to them are available. All the above are the terrain that businesses have found themselves to operate in, and failure to adapt will lead to death, case in point, Samsung and Nokia. However, the different terrain also calls for dependency on each other despite the differences and the correct and adequate leadership to navigate organizations operating in a global terrain (Gilman, 2013).

develop a question. To discuss this topic, I examined some published and peer-reviewed materials, based on their relevance to the topic. I will list some of them here and give a high-level summary of how they speak to the topic or which aspect of this topic they spoke to.

To properly address organizations that have a footing in multiple nations, one thing is most important, how do they function? There is an organizational mindset that drives the multinational organization, knowing how to navigate the differences in national character is key to the success of the organizations (French, 2019). For there to be a success, cultural differences must be encouraged (Gilman, 2013). Employees in nations other than the origination nation, should not feel like they are losing their identity to be part of the organization. There must be a distinction between corporate culture and “people culture”. Corporate culture should be learned, encouraged, and achieved. Furthermore, national culture should be encouraged and similarities between the two must be shown off if the organization strives to be successful in its foreign home. Reading into the mindset of the foreign home is essential to the success of the organization. However, this cannot just be a corporative culture, kept at the bureaucratic level, but the knowledge and appropriate mindset must be kept at the individual and leadership level to see things through (French, 2019).

Again, just to stress that this difference in itself isis not a bad deal, however, without constructive and progressive leadership, they will become an issue that will escalate very rapidly because of the wider range of coverage and the multilayered difference, this complicates the resolution. (Chitakornkijsil, 2010).

Chitakornkijsil (2010), did a study on intercultural communication and concluded that this is not an easy feat but is of utmost importance as everything leadership of multination organization need to do stems from effective communication. The way a leader shakes hands, nods, or even standing position can carry varying meanings depending on their location and who they are communicating with. Cross-cultural knowledge and understanding allows for strengthened organizational messages and culture. Hence, communication in a multicultural and multinational setting is beyond passing information, it’s a tool of business (Aycan, 1998).

The commitment of leaders to the development of a stronger multination and multicultural organization stems from the value placed on the opposing value systems of the nations in operations. When the value becomes entrenched in the working system of a leader, a better understanding of the culture is achieved. Nwadei (2003), explained in his dissertation “the relationship between perceived values congruence and organizational commitment in a multinational organization”, beyond putting policies in place to establish a strong intercultural synergy in a global organization, leaders must show commitment to the varying cultures and values, to community involvement and willingness to be part of the community they are found.

To address value adequately, Ross and Fenster (1995) wrote “dilemma of managing value”. They found that the value cannot be hidden for too long as the subordinates, employees, and the society in which the organization operates will eventually be able to tell what the organization values, but what the leadership pays attention to. Since if value must be managed effectively, global leaders must come up with transformative and strategic ways of doing things, which is reflected in the organization's practices and priorities. As fragmented as the world that we live in, the interdependency of the same is not negotiable (Tran, 2012). Leaders must always come up with and initiate new ways and methods to create a sustainable interdependent international organization (Taylor, 2002). This is a crucial skill that every global leader must possess as they intend to navigate the different terrain they are found (Fry & Egel, 2021).

Finally, all the communications, commitment, and valuing of the different cultures by creating and initiating new methods, processes, strategies must lead to a unified model that is diverse in its approach (Ravenscroft, 2012). As our world drifts apart every day, due to the knowledge of our uniqueness in culture, value, and importance. There is, however, the sheer need of dependence on each other, it has nothing to do with if we agree on all ground, but it’s fostered by the distribution so resources we all need to survive and be sustained (Ravenscroft, 2012). And as international organization goes to the utmost part of the earth seeking new ground or building on existing relationships in foreign homes, global leaders must identify what is unique to each and leverage on this to create a sustainable institution that is corporately responsible.

References Comment by [email protected]: Need to fix the rest of the reference citations.

Aycan, Z. (1998). Communicating in Multinational Organizations. Journal of Cross-Cultural Psychology, 29(6), 763-766. https://www.proquest.com/scholarly-journals/communicating-multinational-organizations/docview/230099320/se-2?accountid=42681

French, R. P. (2019). Global mindset: Cultivating knowledge in multinational organizations. Cambridge Scholars Publishing.

Fry, L. W., & Egel, E. (2021). Global Leadership for Sustainability. Sustainability, 13(11), 6360. http://dx.doi.org/10.3390/su13116360 Comment by [email protected]: Page numbers?

Gilman, D. G. (2013). Comparative analysis of corporate culture in a multinational organization (Order No. 3587467). Available from ProQuest Dissertations & Theses Global; ProQuest One Business; Publicly Available Content Database. (1426825462). https://www.proquest.com/dissertations-theses/comparative-analysis-corporate-culture/docview/1426825462/se-2

Nwadei, A. C. (2003). The relationship between perceived values congruence and organizational commitment in a multinational organization (Order No. 3082008). Available from ProQuest Dissertations & Theses Global; ProQuest One Business. (305238410). https://www.proquest.com/dissertations-theses/relationship-between-perceived-values-congruence/docview/305238410/se-2?accountid=42681

Ravenscroft, D. A. (2012). A Unified Model of Competence in Global Leader Behavior (Order No. 3544484). Available from ProQuest Dissertations & Theses Global; ProQuest One Business. (1226259578). https://www.proquest.com/dissertations-theses/unified-model-competence-global-leader-behavior/docview/1226259578/se-2?accountid=42681

Ross, A., & Fenster, L. F. (1995). The dilemma of managing value. Frontiers of Health Services Management, 12(2), 3-32. https://www.proquest.com/scholarly-journals/dilemma-managing-value/docview/203890762/se-2?accountid=42681

Setyaningrum, R. P. (2017). Relationship between Servant Leadership in Organizational Culture, Organizational Commitment, Organizational Citizenship Behaviour and Customer Satisfaction. European Research Studies, 20(3), 554-569. https://www.proquest.com/scholarly-journals/relationship-between-servant-leadership/docview/1945556219/se-2?accountid=42681

Taylor, A. L. (2002). Global governance, international health law and WHO: Looking towards the future. World Health Organization.Bulletin of the World Health Organization, 80(12), 975-80. https://www.proquest.com/scholarly-journals/global-governance-international-health-law-who/docview/220151572/se-2?accountid=42681

Tran, V. N. (2012). Romancing organizational leadership: A study of the relationship between personality, maturity, national culture, and romance of leadership in a multinational organization (Order No. 3516959). Available from ProQuest Dissertations & Theses Global; ProQuest One Business; Publicly Available Content Database. (1030961295). https://www.proquest.com/dissertations-theses/romancing-organizational-leadership-study/docview/1030961295/se-2