What is meant by appropriateness of behavior in the context of global leadership?
Appropriateness of behavior is a term used to describe the ability of leadership to use emotional intelligence when making decisions within a global context. As a global leader, the complexity of operations increase as the leader must adapt to differing cultural, socio, and economic values. For example, China is a much more collectivistic nation that emphasizes the benefits of the group as oppose to individual success. Western culture however is different it that it emphasizes individual behavior and merit. Adding further complexity to the global leader is that many of these values are often juxtaposed against one another as indicated by the increasing tensions between China and the United States. For example, global leaders operating in China must be cognizant of the lack of free speech within the country. According to research conducted by Fisher, any commentary by the leader that disparages the Chinese Communist Party will be perceived as...
In this case the appropriateness of the leaders behavior in America, a country of free speech, would not be appropriate in China. These complexities exist around the world, and the leader must adapt their behavior accordingly (Earley, 2004).How does cultural intelligence impact the leader's ability to behave appropriately...
…2002). As business is dynamic and changing, so too should future leaders. The training would look to combine real-world application with theory. The first element would be to allow future global leaders to spend time within international markets. This will allow the future leaders to better immerse themselves within the overall culture without the crutch of their domestic norms. Here, the training will emphasize collaborative environments, predicated on communication and feedback. Although difficult at first, future leaders will need to show their overall ability to adapt within a different operating environment. The training will emphasize geographic rotations to better allow leaders to observe different international components. This exposure will ultimately…
References
1. Derr, C.B., Roussillon, S. & Bournois, F. (2002) Cross-cultural Approaches to Leadership Development, Quorum Books: Westport, CO2. Earley, P. C. & Mosakowski, E. (2004) ‘Cultural intelligence’, Harvard Business Review, 82(10): 139-148.
3. Fishman, T. (2005) China, Inc.: How the Rise of the Next Superpower Challenges America and the World, Scribner: New York.
4. Fiedler, F. E. (1978) ‘Contingency Model and the Dynamics of the Leadership Process’, in L. Berkowitz (ed.) Advances in Experimental Social Psychology, New York: Academic Press5. Halpin, A.W. and Winer, B.J. (1957) ‘A Factorial Study of Leader Behavior Descriptions’, in R.M. Stogdill and A. E. Coons (ed.) Leader Behavior: Its Descriptions and Measurement, Columbus, OH: Bureau of Business Research, Ohio State University6.
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