Running head: IES DOMAINS 1 IES Domains and Assessment Frameworks in Relation to Global Leadership Effectiveness Name Institutional Affiliation Date IES DOMAINS 2 Introduction Intercultural effectiveness scale (IES) is made up of six critical domains (Moran, Abramson, & Moran, 2014). The six include interests in relationships, free-thinking, emotional endurance, self-awareness, expedition, and global-orientation. Due to their importance and the role they play, there is a need to further group them into three groups depending on their relationships and their specific features. These groups are non-stop learning, engagements among individuals, and hardiness (Moran, Abramson, & Moran, 2014). Using this grouping and the specific components, it is evident that IES is a crucial tool for precisely understanding the behavior of individuals. Such understanding serves other purposes. For example, individuals need to understand the behavior to establish and regulate the existence of relationships within diverse culture. Again, IES is vital for understanding how effectively various members of a team can comfortably accommodate one another and work together to solve their problems. Therefore, it can also, by extension reveal the interpersonal strains whose occurrences may lead to uncooperativeness. Every global leadership needs to properly assess the IES to ensure the existence of an intercultural effectiveness. Discussion Organizational leaders, particularly those that are working with people from different cultures should find the most effective ways to work with such employees. Such leaders should not narrow their scope to their countries of origin only; instead they should have a bigger picture and consider themselves leaving their countries to go and work in foreign counties. A leader than can comfortably leave their country and fit in other cultures are effective leaders. An effective leader must portray the following traits: Interests in Relationships: An effective global leader must show a great interest with their subjects. The leader that plans to change the globe and that wants to find solutions to various IES DOMAINS 3 organizational problems must find ways to bring other employees closer. There may be cultural difference in several ways such as language barrier but that is not a barriers to working to achieve the organizational goals. As long as the effective leader knows the organization’s goals, they can always create relationships aligned with organizational goals. Free-thinking: An effective leader should be a free-thinker. They should form their opinions independently based on the facts known to them only. The leader’s decisions should not be in any way influenced by other team members even if they come from the same culture. An independent leader will discourage any form of biasness within their international organization and establish a culture of fairness and equity. Emotional endurance: A global leader must have a stringer emotional endurance. It is because they are in charge of many different people with different beliefs. There are cases that their emotional endurance is much needed than any other aspect. Self-awareness: The leader should consciously understand their own feelings, desires, and character. The understanding is vital for the leader to know when they are likely to make the right decisions and when they are unlikely to do so. Self-awareness saves the organization because of the decisions made at the right time and with sober minds. Expedition: The leader should be expeditious. They should be have a vast experience with various people and situations to be able to make the right decisions when they are confronted with difficult situations. Global Mindset: The leader should think international so that they can fit anywhere with ease. There are cases that they may be called upon to work in other countries. Their adaptability in such countries depend on their global mindset. IES DOMAINS 4 Personal Global Leadership Plan A Definition of Great Leader The analysis reveal that a great leader must be conscious with all the six domains of intercultural effectiveness scale. These six domains are the guidelines and yardstick that facilitate the training of an individual to become a great global leader. Therefore, the plan must consolidate all the six domains for an effective leadership standard. Self-Assessment After understanding the actual definition of a great global leader, there is a need to identify individual’s main traits. There are various tools that facilitate such assessment. Some of the tools that have been used for this objective are StrengthFinder and Myers-Briggs Type Indicator. These tools reveal specific traits such as “observant” and “adventurous” in an individual. Therefore, the analysis helps an individual to understand themselves better and find out their strengths and weaknesses. Core Values Identification After the identification of the core characteristics, an individual deserves to identify their individual values. The core values dictate how an individual is likely to make their decisions at specific times and how well they can uphold integrity and ethical standards. One has the discretion of choosing various values that they think define them better and align such values with the global leadership standards. Personal Vision Statement With two vital analysis, an individual proceeds to write their personal vision statement. The statement should include the core values and the personal characteristics as revealed by the previous analyses. In writing the vision statement, an individual must refer to their self- IES DOMAINS 5 assessment to identify what they want to become, their target, and the values and principles that guide their decision-making. Analysis of Others’ Thoughts Leadership is about an individual’s subjects. Therefore, their thoughts play significant roles in defining the leader. The analysis should reveal the lacking and available leadership skills. Action Plan The individual writes down specific goals and supports them with specific actions to take. Also, the resources and the timeline should appear here. IES DOMAINS 6 References Gundling, E., Caldwell, C., & Cvitkovich, K. (2015). Leading Across New Borders. Hoboken, NJ: John Wiley & Sons, Inc. https://onlinelibrary.wiley.com/doi/book/10.1002/9781119176312 Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing cultural differences. Routledge. https://books.google.co.ke/books?hl=en&lr=&id=zrbpAgAAQBAJ&oi=fnd&pg=PP1 &dq=ABRAMSON+AND+MORAN+MANAGING+CULTURAL+DIFFERENCES +&ots=uiNmpDL2Mo&sig=GDR18wCV4kHCfWKs3G9z1kLv4Is&redir_esc=y#v= onepage&q=ABRAMSON%20AND%20MORAN%20MANAGING%20CULTURA L%20DIFFERENCES&f=false Thomas, D. C., & Inkson, K. (2005). People skills for a global workplace. Consulting to Management, 16(1), 5. https://search.proquest.com/openview/f73ba379cf0fc97997a2e4068e2e13fe/1?pqorigsite=gscholar&cbl=46088 3/9/2021 Resources: Ethical and Social Challenges – LEAD-FPX5210 ... Tutorials Support Log Out Bryan Nickerson  Course Navigation  4 Resources: Ethical and Social Challenges RESOURCES: ETHICAL AND SOCIAL CHALLENGES Being a Leader and the Effective Exercise of Leadership. (2014). Integrity: A new model [Video] | Transcript. Retrieved from https://www.youtube.com/watch?v=SPH1uWrolY8 Gundling, E., Caldwell, C., & Cvitkovich, K. (2015). Leading across new borders: How to succeed as the center shifts. Hoboken, NJ: Wiley. Chapter 9, "Leading From Your Own Center: Integrating Your Own Heritage, Present Awareness, and a Vision for the Future." Nussbaum, M. C. (2004). Beyond the social contract: Capabilities and global justice. Oxford Development Studies, 32(1), 4–17. The golden rule and the global agenda: Developing leaders to meet ethical and social challenges. (2014). Strategic Direction, 30(8), 18–21. https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_300833_1&content_id=_9616871_1 1/1 3/9/2021 Assessment 4 Instructions: Global Leadership Development Plan ... Course Navigation  Tutorials Support Log Out Bryan Nickerson  Assessment 4 Instructions: Global Leadership Development Plan Write a 2-3 page development plan that analyzes behavior shifts needed in order to increase leadership effectiveness and describes personal leadership goals that are supported with action steps and research. Overview Reflecting on the results of your Intercultural Effectiveness Scale (IES) assessment and the Global Leadership Inventory you completed in Assessment 1, as well as what you have learned throughout this course, you will create a personal global leadership development plan. Demonstration of Proficiency By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria: Competency 1: Analyze aspects of leading and working in global and diverse environments. Analyze behavioral shifts needed for increasing effectiveness as a global leader. Competency 2: Apply practices for leading and following in diverse environments. Develop a plan, listing three or four action items to support each goal. Competency 3: Analyze ways in which leaders and followers make personal and professional adjustments as they work in complex environments. Describe two goals to enhance personal global leadership competencies. Support analysis, goals, and action steps with research to validate why those goals and actions can enhance personal global leadership effectiveness. Competency 4: Communicate effectively in a professional manner. Communicate in a professional manner, using scholarly resources that support the analysis through clear, concise, well-organized, and grammatically correct writing that incorporates appropriate APA style conventions. Assessment Requirements In your 2–3 page plan, address the following: Analyze the behavior shifts you need to make in order to increase effectiveness as a global leader. Describe two goals you wish to pursue to enhance personal global leadership competencies. Develop a plan with next steps, listing three or four actions needed to support each goal. Review goals and actions for quality by using the SMART model (goals that are specific, measurable, actionable, realistic, and time-bound). Support analysis, goals, and action steps with research to validate why those goals and actions can enhance personal global leadership effectiveness. https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_300833_1&content_id=_9616870_1 1/2 3/9/2021 Assessment 4 Instructions: Global Leadership Development Plan ... Your plan should be written coherently to support a central idea with correct grammar, usage, and mechanics as expected of a business professional. Submission Requirements References: Support your analysis with at least four scholarly resources. Length: 2–3 pages, in addition to the references list. Written communication: Demonstrate graduate-level writing skills through concise communication of thoughts that convey the overall goals of the analysis and do not detract from the message. Formatting: Use APA formatting, including correct in-text citations, proper punctuation, double spacing throughout, proper headings and subheadings, no extra line spaces before headings and subheadings, proper paragraph and block indentation, no bolding, one-inch margins all around, and no bullets. Font and font size: Times New Roman, 12 point. SCORING GUIDE Use the scoring guide to understand how your assessment will be evaluated. VIEW SCORING GUIDE  https://courserooma.capella.edu/webapps/blackboard/content/listContent.jsp?course_id=_300833_1&content_id=_9616870_1 2/2
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