Leadership in Global and Multicultural Organizations
This paper will examine and contrast the essential characteristics of a global business leader as well as evaluate the characteristics and practices that may assist multinational organizations retain their workforce and boost their morale and team spirit. This paper will also examine views regarding the characteristics and practices necessary for global leaders to successfully manage within the global virtual team environment One of the fastest-growing, high-tech office trends today is ‘virtual teams’. These teams cross time, space, and cultural boundaries and do so effectively with the use of technology. When Marshall McLuhan forecasted the ‘global village’ in the 1960s; he was, in fact, speaking of the virtual workplace” (Johnson, Heimann and O’Neill, 2001, p.24). Clearly, there is a need for virtual teams within our expanding global economy. In order to build on the concept of a virtual team, it is first necessary to outline characteristics of high performing teams versus those that are not. A global multicultural organization is dynamic and complex. This means that multicultural organizations are very transformative and ever changing. Organization principles and rules that worked yesterday may not work today in a global multicultural organization due to the ever-changing demographics and needs of the workforce. The characteristics and practices necessary for global leaders to successfully manage within the global virtual team environment are knowledge, vision, understanding, good listener, ethically sensitive, and the ability and willingness. A bad leader in the global virtual team is the one who always portrays to their subordinates that they know it all. Effective and efficient future global virtual and multicultural leaders are those who are open minded, ready and willing, when situations become complex; and...