Multicultural Leadership Traits in the 21st Century

Globalization ANALYSIS OF GLOBAL LEADERSHIP COMPETENCIES Leadership competencies are some of the issues in the global environment that influence the way people interact in a multicultural environment. Competencies are defined in terms of certain personal values, knowledge, skills, behaviors, and traits within existing leadership frameworks (Rosen, 2000). Various traits within a given framework are replaced using the relevant and beneficial behaviors. Selection of appropriate competencies continues to generate an argument while relevance of such competencies has a common bearing on the varying tasks in an organization.

The purpose of this paper is to establish global leadership competencies within the context of universal qualities (Bingham, Felin, & Black, 2000). The qualities enable people to perform their respective jobs away from their organizational and national culture irrespective of their ethical or educational backgrounds. The functional areas include the job description as represented by organizational performance. One of the features of global business leaders is that they appreciate cultural diversity. While the relevance of globalization furthers into business strategy, future leaders appreciate cultural diversity.

The leadership strategies are more accommodative of the legal and economic differences coupled with the behavioral and social differences forming a part of the business world. Research shows consistency with creative leadership in showing respect for people's differences an important quality for successful global leadership (Hollenbeck & McCall, 2001). High-potential leaders believe that the understanding of more and diverse cultures is an obligation and an opportunity. Appreciating cultural diversity permits the inclusion of the issues that comprise of unique cultures.

For instance, Americans or Europeans working on Middle East take time in reading and understanding the Koran. There is clarity that religion forms an important variable as it impacts on behavior across the region. Alternate issues of gift giving and the importance of time are elements of culture that global leaders have to adhere to (Rosen, 2000). Global economies have continued to give rise to ever-increasing essence of business leaders to operate effectively and efficiently in various countries.

The study also suggests that the focus, of building flow of global leadership, requires team effort within global organizations from human resource professionals. Staffing professionals and corporate recruiters have the obligation of attracting and selecting new associates with the disposal characteristics that includes individuals with openness and extraversion. The illustration also advances on the cross-cultural experiences from non-work high-contacts such as international volunteerism and study abroad. Immediately organizations propagate leadership development and professionalism along globally mobile professions as needed, the experiences must be beneficial in the end.

High potentials have high regard for the possibilities of global leaders within an organization. The process involved in the identification of high potentials remains an essential element in leadership development and succession planning practices for all organizations (Hollenbeck & McCall, 2001). The goal of change management will include identification of processes in which organizations use to identify more high-potential leaders as well as how employees perceive the process's fairness. Researchers distribute leadership conferences among leaders within various industries and organization sizes.

The focus addresses issues of processes in high potential identification with establishing perceived process fairness. Such findings reveal that more competencies are used in the identification of high potentials during the time. The extended competencies that are used in identifying high potentials include orientation towards results, adaptability, communication skills, ability to arrive at decisions and strategic skills (Rhinesmith, 1992). Further, the identification high potential process facilitates the communication of process evaluation where there are significant relationships between feelings from the perceived levels of fairness.

Fair processes for identification of high potentials including competency approaches lead to increased perceived fairness. Building partnerships is an important element in establishing consistency in performance. Building alliances and partnerships in all forms of operations is perceived to be more relevant to future dealings and leadership succession. Most organizations with seldom formulation of alliances from the past are actively perusing alliances in modern day. The trend is even more relevant to fragile industry performance.

Reengineering, downsizing and restructuring are some of the leading aspects in the world that foster outsourcing for core activities that are not a norm in business practice (Bingham, Felin, & Black, 2000). The favorability, of negotiating complex alliances and managing relationship networks, are viewed as increasingly important aspects. Sharing Leadership is another essential characteristic of global leaders. The fluidity of global interactions has been hastened by technology by breaking the fixed hierarchies. The ability to have an effective approach to sharing leadership is a critical competency.

Alliance structures tell partners about what to do quickly and leading to strengthened elements. Parties that can continue working together towards achieving common good are established at similar angles. Leadership participants believe that leaders in the global environment have different approaches and techniques as compared to leaders' domestic environments (Hollenbeck & McCall, 2001). The belief shows that employees of the global environment have differential articulation of issues. Most global leaders perceive that knowledge management among workers is an important factor in achieving organizational success.

Knowledge workers are individuals with the information about the activities of the management. Dealing with the knowledge workers requires advanced leadership models to achieve the organization's business goals. There are different implications for the future organizational leadership. The increased potential among future leaders id believed to develop into new times that require diversified skills. However, most leaders lack training on the skills while encouraging a belief that the issues are relevant.

From a global perspective, demonstrating technological shrewdness, appreciating cultural diversity, sharing leadership, and building partnerships are competencies that most present leaders lack. For the success in preparing for subsequent millennia, future organizations should either change mindsets of their leadership or change the employment status (Rhinesmith, 1992). Leaders nearing the retirement age should pass on the ideal competencies to upcoming individuals. The middle-aged leadership lacking the essential skills may find this as a challenge. Leadership should learn the diverse skills that are important for organizational decision-making.

Such individuals require an understanding of the need for learning and the best ways of learning it. The reinforcement and reward system in the organization should be changed for purposes of reflecting new competencies (Rosen, 2000). It is important for global leaders to think globally. Globalization is one of the trends that have major implications for.