How Managing with a Global Mindset

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  • Topic: Leadership, Globalization, Management
  • Pages : 11 (2883 words )
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  • Published : October 23, 2012
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How managing with a global mindset adequately addresses some challenges raised by managing in a globalising world.

ABSTRACT
The globalising world has impacted and raised new challenges for organisations and leaders. Thinking about new perspectives and reframe old paradigms are required and fundamental to leaders succeed in the global competitive environment. This essay will explore how managing with a global mindset are becoming an important competence across boundaries and how it can open doors for thriving businesses worldwide.

Table of contents

1. Challenges of managing in a globalising world .........................................................................................3 2. Competencies of global leaders ...................................................................................................................4 3. Global versus Local ......................................................................................................................................6 4. Global mobility ...............................................................................................................................................7 5. Conclusion......................................................................................................................................................9 6. Bibliography .................................................................................................................................................10          

2 Managing with a global mindset

 

1.

Challenges of managing in a globalising world

The globalisation process promoted significant changes in the businesses environment. In this context, global organisations have been the target of constant and intense transformations, which affect and require redefinitions of the leadership style adopted. These companies need global leaders, who are able to face the demands of a competitive and internationalised market (Adler, Brody and Osland 2001).

Many multinational companies are facing a common challenge: the development of leaders able to manage global companies and take advantage of strategic opportunities. But do the global leaders require a set of capacities totally different from those required for national companies? What would be the main difficulties faced by global leaders when they extend their activities outside the domestic market? How does global companies can act in order to promote a global mindset among their leaders and employees?

Some key traits of a leader, which can be carried out independently of the position or hierarchical level, has been considered as essential such as integrity, self-confidence, drive, desire to lead, communication, selfconfidence, and the potential to stimulate and capacitate its collaborators in the search for creative solutions and innovative alternatives, besides knowing the business (Kirkpatrick and Locke, 1991). On the other hand, global leadership, in addition to the above-mentioned characteristics, presents differentiated traits like the capacity to appreciate and deal with different cultures, as it is in direct or indirect contact with subsidiaries in other countries and even with main offices located in the same country, but with cultural differences. Additionally, inquisitiveness, self-awareness, capacity to embrace duality among others has been considered as core characteristics to lead global companies (Gregersen, Morrison and Black, 1998).

The increased diversity that leaders in global roles need to confront and the challenges of operating over long distances and multiple time zones, often remotely, were seen to have particular significance for the leadership approaches and behaviours required. Higher risks, complexity and uncertainty due to constant changes in 3 Managing with a global mindset

 

political and economic conditions are considered additional challenges that global organisations and leaders...
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