ROLE OF GLOBAL LEADERS 1 Role of Global Leaders Brittany Crowe Phase 2 Individual Project Colorado Technical University May 29, 2018 ROLE OF GLOBAL LEADERS 2 Role of Global Leaders The contemporary society has experienced significant changes in development and labor practices, to the extent that business leaders have had to adapt to these changes for effective performance (Dragoni et al., 2014). Along with globalization came the need for countries to outsource some of their production processes, or seek alternative markets in different countries. These changes have resulted in advantages and challenges for the business, which have progressed into playing a critical role in defining the roles of business leaders. Differences in culture and the need to appropriately manage the global talent are some of the primary issues that businesses in the contemporary globalized society need to deal with, which when well addressed significantly improve the business performance and gains from a globalized investment. Crystal Bright Organization is no different and needs to effectively tailor the roles of the management to suit the needs of the global business environment. Essentially, there will be a need for the management expatriates to interact with alternative cultures and train the employees therein on the company’s culture in relation to the production process and interaction with its consumers (Ramaswami, Carter, & Dreher, 2016). In addition, the managers also need to be effective enough in ensuring that they effectively manage the talent therein, which would ensure that there is effective performance even after the expatriates leave the businesses to the locals for management. The leader should, therefore, have adequate oversight of the human resource teams within the different host countries, ensuring that the actions therein are geared towards effective performance and achieving the ultimate goal of Crystal Bright Organization. The primary responsibilities of the business leaders will therefore be: 1. Ensure effective training of the employees to suit the company cultural values and standards ROLE OF GLOBAL LEADERS 3 2. Oversight of talent management within the company in the host country 3. Effective business strategy formulation in relation to the existing resources within the host country The three responsibilities herein listed form some of the most critical aspects that determine the success of a global business venture. According to research, expatriates have been known to experience challenges in interacting with the staff members in host countries, particularly where there exists a significant cultural distance between the host country and the leader’s home country (Collings, 2014). The effectiveness of the human resource department in training the various employees within Crystal Bright in different host countries depends on how well the human resource team therein understands the objectives of the business leader. Therefore, the business leader’s primary role within the new country is to instill the parent company’s culture, from which he or she would find ease interacting and helping the staff within the said company adapt to the needs and expectations of the parent company. Secondly, talent management is another critical factor that the global business leader should effectively oversee. Notably, different global business leadership scholars have quoted the necessity of a global perspective in the management of such talent as one of the most important aspects in ensuring the effective management of employees within a company (Collings, 2014). In this case, it takes the active participation of the business leader to ensure that the human resource team instills the necessary aspects of performance, akin to the culture within the business. However, the business leader should also be flexible enough to understand that cultures differ and the approaches that work in one business environment may not necessarily work in another. In expediting this role, the business leader should make some adjustments to the training processes ROLE OF GLOBAL LEADERS 4 to ensure that maintaining Crystal Bright’s values does not undermine the effective performance of employees in the new environment. Ultimately, the global leader will need to approach business strategies from a global perspective to ensure their effectiveness. For instance, the efficiency in the training strategy herein discussed that aims at impacting cultural values on the employees depend on the effectiveness of the strategy used to train the workers of such values. Notably, Story, Barbuto, Luthans, and Bovaird (2014) conducted a research based on several global business leaders in which they ascertained that the level of experience in global leadership significantly influences the performance in formulating global business strategies. In this case, Crystal Bright global business leaders need to be conscious of the impact of the global environment on business activities and performance. In addition, they also ought to appreciate the potential legal and cultural independence of the business in relation to the global environment, and therein find a balance that would help develop appropriate business strategies. In summary, the three roles of global business leaders work in tandem to ensure that the leader therein is effective enough in meeting his or her responsibilities to the company. The level of understanding of the global business environment forms another highly important factor which also contributes to the success of the international investment and marks another highly important aspect for the global business leaders to consider in their dispensation of duty. Effective performance in these roles would ultimately ensure that Crystal Bright maintains its business identity while managing to integrate and perform appropriately within the new business environments in the host countries. ROLE OF GLOBAL LEADERS 5 References Collings, D. G. (2014). Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49(2), 253-261. Dragoni, L., Oh, I. S., Tesluk, P. E., Moore, O. A., VanKatwyk, P., & Hazucha, J. (2014). Developing leaders’ strategic thinking through global work experience: The moderating role of cultural distance. Journal of Applied Psychology, 99(5), 867. Ramaswami, A., Carter, N. M., & Dreher, G. F. (2016). Expatriation and career success: A human capital perspective. Human Relations, 69(10), 1959-1987. Story, J. S., Barbuto, J. E., Luthans, F., & Bovaird, J. A. (2014). Meeting the challenges of effective international HRM: Analysis of the antecedents of global mindset. Human Resource Management, 53(1), 131-155.
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