Global Leadership and Change Free Samples â€Myassignmenthelp.Com

Question: Identify the current global trends that you see driving a global leadership agenda and define your responsibility and need to continue to adapt and grow as a global leader. Answer: Introduction: The portfolio is focused on to assess the need for global leadership for future improvements of the organizations. The entire task will concentrate on determining the current global trends that are responsible for ushering the agenda of global leadership. The needs of the development of global leadership are clearly associated with the recent global trends. As with the emergence of globalization the organizational structures are changing over time, therefore, there is an increasing need for changing the leadership structure. According to Bradshaw (2009), the term leadership signifies the ability of a person to guide and instruct a single person or a group of persons or an organization. Therefore, for the success of an organization development of leadership practices are essential, it helps the organizations to operate in the market efficiently as well as profitably. Thus, the current trends of globalization depict that the markets are more liberal, and there is a continuously increas ing level of competition in the market. In order to, cope up with this type of adverse situation the organizations should opt for developing an efficient and effective leadership practices within the organization (Thorn, 2012). This will, in turn, help the employees to become eligible to meet all the current market needs in an efficient and time effective manner. Therefore, presently development of leadership skills is a crucial factor for the individuals. The study will also concentrate on providing an appropriate theory for the development of leadership capabilities by the individuals. In the next few sections, the related concerns regarding the global leadership needs and development have been discussed briefly. Global leadership concerns for the future: According to Gardner (2006), the global leadership agenda depicts broadly four trends that are specific and strong enough to drive the entire process. The leaders are now being defined by responsibilities and influence, not by their roles. It has been seen that most of the employees of the bigger organizations characterize the leaders by their degree of influence in the organization not by their designation. The high-performance organizations are nowadays providing managers the facility to choose voluntarily to be a part of the leadership development programs. The strategic workforce planning nowadays drives the global leadership development programs. Business performance is being used as a tool to measure the effectiveness of the leadership development program. The global trends signify that the growth and self-awareness aspects of the global leadership program are necessary to be matched with the current trends of global leadership needs. Therefore, with the increase in the level of responsibilities, it is essential for the managers or the potential leaders to build up a significant level of self-awareness. As per Lo pez-Mulnix, Wolverton and Zaki (2011), this will help them to achieve organizational success as well as guiding others in an efficient manner and thereby increase the profitability of the organization as a whole. Again, as stated in unit-2, the business performance is now being used as a measurement of the effectiveness of global leadership programs it is also essential to develop personal growth in order to achieve a better leadership growth, so that ultimately the program succeeds. Emerging leadership theory to guide your leadership development: According to Holt and Seki (2012), there are a number of leadership theories, which the emerging leaders may follow in order to manage and develop the workforce of the organization. Now, in order to mitigate the issues arising out of recent trends in globalization and various external factors the organization may adopt the contingency theory of leadership. This will help the organization to assimilate the current trends of globalization as well as the development of the organization. The contingency theory is based on the situational analysis of the organization as well as the perceived quality of the leader. Therefore, the contingency theory of leadership development can be used by the organization at the current situation so as to cope up with the current trends of globalization and the skill requirements of the workers. According to Mobley, Li and Wang (2011), technological factors, interest groups of the customers, competitors, distributors and suppliers are the main contingencies for the organization. Morgan (2014), pointed out certain features of the contingency theory of leadership such as, the organizations should be attentive while looking after the fact of satisfying the internal needs of the organization as well as considering the environmental factors also. The strategies formed within the organization should maintain an order in accordance with the environmental factors. However, the creator of the model that is Fred Fiedler stated that, the organizations should look after a few facts so that the model can design the leadership framework more effectively. The relationship between the leader and the followers should be polite. The leaders should be equipped with the ultimate power in the organization, so that they can lead the organization towards prosperity more efficiently (Caligiuri Tarique, 2012). Compared to the other theories it is quite evident that choosing the contingency theory will be appropriate for the organization. This is because the relational theory of employee motivation is based on the fact that the effectiveness of the leadership practices depends on the ability of the leader to create a professional relationship with the organization. Therefore, applying this theory may not be appropriate, as this theory does not emphasize on the situational analysis of the organization as well as the external environment (Osland Bird, 2013). In the previous assignment, the responsibilities to prepare for becoming a leader have been discussed. The report also contained certain theories that are necessary for the leaders to learn in order to stay focused towards the organizational goal. The goal of leadership is to motivate a workforce or a number of people to achieve a common goal together. Therefore, it can be said that the unit has covered all the aspects of leadership responsibility and that too in reference to the other organizations to provide practical examples. Thus, it can be said that the unit has become successful in achieving all the aspects of leadership responsibilities (Chhokar, Brodbeck House, 2013). Personal plan for developing global leadership competencies: In order to achieve the proper management and planning, the leaders have to understand the responsibilities and their own abilities regarding their management skills. Personal development is the core activity of developing the leadership skills for performing better in the work places. Responsibilities and the requirements to adopt and grow as a global leader: In order to develop the skills for the global leadership, the leaders have to ensure the following responsibilities: Inspire the workforce: One of the most important responsibilities of the global leadership and management is to inspire the workforce for better performances. The leaders of any organization have the responsibility of motivating the lower level employees. They have to inspire them and lead them for developing better future by achieving the goals and objectives of their working field (Steers, Sanchez-Runde Nardon, 2012). Developing relationships: The leaders are also responsible for developing relationships with the employees of the organization in which they are working. They should develop a workplace environment in which the employees will be able to develop a good interpersonal relationship among them (Stahl et al., 2012). Monitoring: The activities of the entire workforce should be monitored by the leaders. The leaders have the responsible of checking the quality of the works done by the employees. They should analyze the efficiency of the work and the activities for understanding the strength and weaknesses of the individual employees and the whole workforce (Gagnon Collinson, 2014). Nurturing: The effective leaders have to nurture other employees. Wise leaders cultivate the skills of the employees for understanding their leadership skills. The leaders have the responsibility of developing future leaders who will able handle the important responsibilities. They should demonstrate the leadership skills for helping the employees to be the future leaders (Mendenhall et al., 2012). Developing culture: The organizational culture plays a vital role in the success of their operations. The leaders of the organization have the responsibilities of developing a good culture in the workplaces which will enable the opportunity of high productivity from the employees (Youssef Luthans, 2012). Diagnose: Effective leaders have the duty of diagnosing the work of the employees. They should determine who are performing better and who are not working better. They have to understand the nature of the problem the employees are facing while working in their workplaces and then fix the problems by proper diagnosis. Celebrate: The celebrations help the employees to have some good feelings in the workplaces. The leaders have the responsibilities of finding the reasons and arrange celebrations in the workplaces. Communicate: The leaders should communicate the relevant information to the employee in an effective manner. They have to recognize the communication objectives and information and then communicate with the stake holders. These can be any new decisions, expectations, actions against complaints etc. They should take both the verbal and written format for communicating with the employees. In this area, the leaders should have good presentation skills also. Acknowledge mistakes: Leaders are human beings and mistakes may be done by themselves also. Effective leaders should acknowledge their mistakes. They should not try to cover their mistakes by taking any unjustified way. They must have to demonstrate that they will take proper actions for preventing this kind of mistake in future. Review of the discussion on Gardners five minds level of competency and the Global Leadership inventory: There are five different mind sets for defining the characteristics of the leaders. In order to achieve the competency level for the global leadership, the leaders should have the following mind sets. The disciplined mind: one of the important characteristic of being a global leader should have a disciplined mind. The leaders should maintain discipline in the workplace and should ensure that all the other employees will also maintain those. Marinating the classroom disciplines is providing the ability of maintain the disciplines in the future as a global leader (Lisa Dragoni, 2014). The synchronized mind: The global leaders should have a synchronized mind through which they can understand the strength and weaknesses of themselves as well as these of other employees. The personal assessment is helping to develop this skill (Dubrin, 2015). The creating mind: Innovation and developing good culture are very important for being a good global leader. In this context, the global leaders should have a creative mind which will help them to develop the desired level of innovation and new components of the organizational culture. The ability of my innovative thinking is one of the strength of my leadership skills. The respectful mind: The global leaders should give respect to all other employees. They should have the respectful mind and should ensure that all the employees are giving the desired level respects to others. They should appreciate all types of diversity in the workplaces (Daft, 2014). The ethical mind: The ethical mind is very vital for the global leaders; they have to maintain all the ethical considerations at the workplaces. The leaders have to seek both good citizenship and good work together. I dont have enough knowledge about the ethical considerations of the workplaces. In have to gain my knowledge base in the practical filed (Ciulla, 2014). Plan for supporting the personal growth: Skill Current Proficiency Target Proficiency Development Opportunity Criteria for Judging Success Time Scale Priority 1 Presentation skills Competent in the classroom environment but nervous in the practical field. Confident in classroom presentation. Make good presentation in the class room in front of all the students and the course guides. Achieve high level grade in the classroom presentation. By the end of the course. Priority 2 Written Skills Lack of critical thinking. Good descriptive writing style and critical writing. Show the work to the classmates and assessors for improving the skill. Achieve high grade in the projects of critical writing. In the courses which require written assignments. Priority 3 Commercial awareness Interested in the area of the commercial issues, but not aware about the practical field. Gain practical knowledge. Participate in the programs in which the commercial awareness can be developed. Be able to handle the real life scenario of the business organizations. During the summer vacation. Priority 4 Team work Lack of trusting and practical experience of teamwork. Gaining practical knowledge and reliability in people for greater team work. Perform effective teamwork in the class room. Achieve effective level of outcomes in the projects of team work. While doing group projects. Priority 5 Leadership Lack of confidence and monitoring. Confident leadership style. Lead the students in the different projects. Achieve high level of satisfaction from the group members through the leadership. During the group projects of university. Evaluation of the process: The area of my leadership skills which needs to be improved are mentioned in the PDP plan given in the above section. The learning environment of the current course will be utilized for the development of my leadership skills. The skills will be upgraded within the completion of the learning course by following the mentioned procedures in the PDP plan. The leadership skills can be improved through the use of teamwork projects in the academic course. The practical knowledge of the commercial area will be improved through the practical work with a business organization. Conclusion: In order to conclude it can be said that, the portfolio has covered all the requirements as mentioned. In the first part of the portfolio the concerns of global leadership along with the trends of global leadership. An appropriate model of leadership has been selected in the portfolio, and the justification for selecting the specific model has been provided. The study has recommended the contingency model of leadership for the organization as this model is concentrated on the situational analysis of the organization. The other models rely more on the attitude of the leaders. Therefore, this model is considered to be the perfect one. While reviewing the unit-4 the study has found that the assignment has covered all the aspects of the development of leadership. Hence, it can be said that the unit-4 is efficient enough to cover all the aspects related to preparing self to become a leader. In the final section of the portfolio, a personal development plan for developing leadership skills has been provided. This section has emphasized on the potential skills that a leader should possess in order to be successful; these include motivating the workforce, effective communication, appraising the employees as well and much more. The acquisition of all these skills will make a leader become successful. Therefore, the essential strengths which are required by a leader in order to be successful are stated n this section. In the next section based on the strengths and weaknesses, a personal development plan has been proposed. This will help to become a successful leader and that too within specified time. References: Bradshaw, P. (2009). A contingency approach to nonprofit governance. Nonprofit Management Leadership, 20(1), 61-81. https://dx.doi.org/10.1002/nml.241 Caligiuri, P. Tarique, I., (2012). Dynamic cross-cultural competencies global leadership effectiveness.Journal of World Business,47(4), pp.612-622. Chhokar, J. S., Brodbeck, F. C., House, R. J. (Eds.). (2013). Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge. Ciulla, J. B. (Ed.). (2014).Ethics, the heart of leadership. ABC-CLIO. Daft, R. (2014).The leadership experience. Cengage Learning. Dubrin, A. (2015).Leadership: Research findings, practice, and skills. Nelson Education. Gagnon, S., Collinson, D. (2014). Rethinking global leadership development programmes: The interrelated significance of power, context and identity. Organization Studies, 35(5), 645-670. Gardner, H. (2006). Five minds for the future. Boston, MA: Harvard Business School Press. ISBN: 9781591399124 Gardner, H. (2006).Five minds for the future. Harvard Business Press. Holt, K., Seki, K. (2012). Global leadership: A developmental shift for everyone. Industrial and Organizational Psychology, 5(2), 196-215. Lisa Dragoni, P. M. C. (2014). Global leadership development. The Routledge Companion to International Human Resource Management. Lo pez-Mulnix, E., Wolverton, M., Zaki, S. (2011). Latinas in the workplace. Sterling, Va.: Stylus Pub. Mendenhall, M. E., Reiche, B. S., Bird, A., Osland, J. S. (2012). Defining the global in global leadership. Journal of World Business, 47(4), 493-503. Mobley, W., Li, M., Wang, Y. (2011). Advances in global leadership. Bingley: Emerald. Morgan, G. (2014). Images of organization. Thousand Oaks: Sage Publications. Osland, J. S., Bird, A., (2013). Process models of global leadership development. Global leadership: Research, practice and development, 97-112. Stahl, G., Bjrkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., ... Wright, P. (2012). Six principles of effective global talent management. Sloan Management Review, 53(2), 25-42. Steers, R. M., Sanchez-Runde, C., Nardon, L. (2012). Leadership in a global context: New directions in research and theory development. Journal of World Business, 47(4), 479-482. Thorn, I. M. (2012). Leadership in international organizations: Global leadership competencies. The Psychologist-Manager Journal, 15(3), 158-163. Youssef, C. M., Luthans, F. (2012). Positive global leadership. Journal of World Business, 47(4), 539-547. erging leadership theory to guide your leadership d