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Global Leader Plan

Student

Institution

Course

Instructor

Due Date
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Global Leader Plan

Globalization has had a significant impact on contemporary business practices. The world

needs strong leaders now more than ever. Global leaders are skilled at managing and operating in

a dynamic, multicultural, and ever-changing environment. The challenge for leaders in this

profession is to guide their people through a constantly changing environment and cultural

transformations while keeping the organization's objectives in mind. According to Jokinen and

Brewster (2018), Global leadership comprises a set of abilities that allow leaders to engage with

various teams, manage complicated and ambiguous circumstances, and work successfully across

borders and cultures.

Global leaders must possess the knowledge, abilities, and cultural competencies

necessary to manage diverse teams in today's international corporate environment successfully.

A global perspective is an ability to think and act globally, considering the interconnectedness of

the world's economies and civilizations, and effective communication is another crucial skill for

global leaders to possess (Stahl et al., 2017). Cultural intelligence is the capacity to adapt to and

function successfully in varied cultural environments. For global leaders to form connections,

establish trust, and communicate successfully across various teams and cultures, they must

possess strong communication skills.

Recommendations from Literature on Becoming a Global Leader

A global mentality is one of the most critical things world leaders should have. Osland

and Bird (2018) argue that developing a global outlook requires familiarity with and respect for

various cultural practices and beliefs. One must be receptive to instruction and flexible to

succeed. Leaders with a global perspective can better handle the challenges of managing a
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multicultural staff in various geographic contexts. They can bridge cultural divides via effective

communication, dispute resolution, and the development of mutual trust.

The development of cultural intelligence (CQ) is another crucial suggestion for global

leaders. According to Livermore (2018), CQ necessitates learning about and adjusting to new

ways of life. It consists of the mental, emotional, and behavioral skills that help world leaders

succeed in dealing with people from other cultures. Global leaders with a high CQ are sensitive

to and able to work across cultural differences, have strong communication skills, and can form

strong bonds with others.

Another essential recommendation for world leaders is effective communication. Global

executives must be good communicators to successfully manage a diverse workforce ( Morrison,

Conaway, and Borden,2019). They must interact with others, actively listen, and modify their

communication style to fit various cultural circumstances. The development of trust, employee

motivation, and the accomplishment of shared objectives all depend on effective communication.

It is also highly recommended that world leaders work on being more agile in their

leadership styles. Garvey Berger and Johnston (2020) argue that leaders who are nimble enough

to adjust to new circumstances are effective. It requires adaptability, toughness, and a hunger for

knowledge and development. Leaders that can adapt quickly to new situations, meet the needs of

their customers, and steer their teams through adversity are in great demand worldwide.

Lastly, global leaders must embrace a growth attitude. A "learning mindset," as defined

by Moshavi and Brown (2019), entails a dedication to lifelong education. It calls for an

eagerness to receive criticism, grow from experiences, and advance in one's craft. Market

circumstances, new technology, and complicated issues require global leaders with a growth

mentality.
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Vision and Expectations as a Global Leader

As a retail business leader, I aim to foster an environment where all employees are valued

and respected. As a team leader, I aim to cultivate an environment where everyone is committed

to exceeding customers' expectations, increasing revenue, and preserving operational quality.

Building a community that welcomes everyone is essential to achieving these objectives.

Recent studies on the positive effects of a diverse and inclusive workplace support my

bold ambition.

McKinsey and Company (2020) found that businesses with diverse teams have a greater

chance of outperforming their competitors financially regarding employee engagement and

creativity. Another piece of evidence supporting the importance of inclusive leadership in

fostering a diverse and welcoming workplace comes from Harvard Business Review (2019).

Inclusive leaders inspire trust and openness within the group and celebrate the contributions of

individuals from all walks of life.

I will work to implement inclusive and welcoming practices and policies within my

business. Businesses must actively seek to hire and promote a diverse staff, provide employees

with diversity and inclusion training, and foster a welcoming environment to achieve this goal. I

will provide an example for others to follow by speaking and acting in a way that promotes

equality and acceptance of all people.

Oracle (2019) believes excellent customer service is essential to retain customers and

increase revenue. In addition, McKinsey and Company (2020) determined that operational

excellence is critical to company success. I want to foster an environment where people are

encouraged to grow professionally, where high work standards are expected, and where

innovation gets celebrated.

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Being a leader means ensuring your team has everything they need to succeed. This

entails making available chances for professional growth, highlighting and rewarding

achievements, and fostering mutual respect and teamwork. I will also promote the free flow of

information and opinions among team members by soliciting and responding to comments and

suggestions.

Objectives as a Leader

As a prospective leader of a global business, I have defined numerous goals that match

the global leadership qualities presented in class. The first goal is to improve my cross-cultural

communication abilities to manage and interact with various teams worldwide successfully. This

goal is consistent with the cultural intelligence and communication skills required of global

leaders. I plan to attend communication skills training programs focusing on cross-cultural

communication and conflict resolution to achieve this objective. I will also seek opportunities to

interact with people from diverse cultures and backgrounds to understand their perspectives and

communication styles better. Furthermore, I will actively seek feedback from my team members

to identify areas for improvement and adjust my communication style accordingly.

The second goal is cultivating a global mentality and cultural intelligence to lead in

diverse cultural contexts successfully. This goal relates to leading by example and inspiring a

common vision. Understanding and respecting other cultures, habits, and business practices is

critical to creating good connections and successfully managing cross-functional teams as a

global leader. I intend to engage in cultural immersion programs exposing me to diverse cultures

and business processes. I will also examine contemporary literature on cross-cultural leadership

and attend global leadership conferences and seminars. In addition, I will look for chances to

work with diverse teams and assign duties to team members from various cultural backgrounds
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to develop cultural awareness and understanding. The third objective is to enhance my strategic

thinking and decision-making skills to drive growth and profitability for the organization. This

objective aligns with the competencies of strategic thinking and business acumen, which are

critical for global leaders to navigate the complex and dynamic global market.

I plan to attend executive education programs focusing on strategic thinking and

decision-making to achieve this objective. I will also seek opportunities to work on strategic

projects and initiatives that involve cross-functional teams and require a global perspective.

Furthermore, I will seek mentorship from experienced global leaders in the retail industry to gain

insights and best practices on strategic thinking and decision-making.

Professional Development Resources

I would use various professional development options to expand my knowledge and

increase my abilities as a future global leader in the retail business. Communication skills

training classes are one resource I would utilize. As previously said, good communication is

critical for organizational success, and as a global leader, I must be a competent communicator.

According to Matos and Gomes (2018), communication skills training programs successfully

increase communication abilities among leaders. As a result, I would take part in such programs

to improve my communication abilities.

Another resource I would use is mentorship from experienced global leaders. Mentors

can provide valuable insights, guidance, and support based on their experience in the industry.

According to a study by Lepisto and Pratt (2020), mentorship can help future leaders develop a

global mindset and cultural intelligence, critical competencies for success. By seeking

mentorship, I can learn from successful global leaders' experiences and develop my leadership

skills.
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I would also attend cultural awareness workshops to enhance my cultural intelligence.

These workshops provide a deeper understanding of cultural differences and help develop

strategies for effectively managing diverse teams. According to Kwok and An (2018), cultural

awareness workshops effectively improve cultural intelligence among leaders. Attending such

workshops would enable me better to understand various cultures, customs, and traditions,

enhancing my ability to lead a diverse team.

Pursuing global leadership certifications is another resource I would use to build

knowledge and enhance my competencies as a global leader. Global leadership certifications

provide a comprehensive understanding of global leadership competencies, including

communication, cultural intelligence, and strategic thinking. According to a study, global

leadership certifications effectively develop the competencies required for leading a global team

(Beausaert et al., 2019). By pursuing global leadership certifications, I can demonstrate my

commitment to professional development and enhance my skills as a global leader.

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References

Conaway, R., & Borden, G. (2019). The leadership brain for dummies. John Wiley & Sons.

Jokinen, T., & Brewster, C. (2018). Talent management and international human resource

management. In Handbook of research on comparative human resource management (pp.

211-230). Edward Elgar Publishing.

Kwok, O. M., & An, Y. (2018). Authentic leadership, leader-member exchange, and employee

voice: A multi-level examination in China. The Leadership Quarterly, 29(3), 401-411.

Lepisto, L., & Pratt, M. G. (2020). Knowledge work as meaning making: How employee

engagement, leadership, and job design foster meaningful work. Human Resource

Management Review, 30(1), 100700.

Livermore, D. (2018). Leading with cultural intelligence: The real secret to success. AMACOM.

Matos, F., & Gomes, D. (2018). The role of authentic leadership in fostering workplace

happiness. Journal of Business Research, 89, 489-497.

McKinsey & Company. (2020). The future of work after COVID-19. Retrieved from

https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-

covid-19

okinen, T., & Brewster, C. (2018). Talent management and international human resource

management. In Handbook of research on comparative human resource management (pp.

211-230). Edward Elgar Publishing.

Osland, J. S., & Bird, A. (2018). Global leadership: Research, practice, and development.

Routledge.
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Stahl, G. K., Björkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., ... & Wright, P. M.

(2017). Six principles of effective global talent management. Sloan Management Review,

59(2), 25-42.