The activities. Their leadership activities are deeply

The secondaspect of challenge facing global leadership is the diverse cross-cultureenvironment. Cross-cultural leadership is a unique phenomenon of leadershipthat gradually emerges from economic exchanges and market expansion. Just asthe article “Leadership challenges in global virtual teams: Lessons from thefield” points out, before cross-cultural leadership emerged, we focused onleadership in a single cultural system (Kerber, 2004, p.

4). For example, thework-oriented leadership culture in Western society exists in the traditionalconcept of individualism and structuralism. The oriental or community-orientedleadership culture in the East is based on the traditional concept ofcollectivism. Therefore, in the past, when we focused on leadership activities,we always confined ourselves to a specific cultural system. The study ofleadership methods and leadership methods all have specific cultural meanings(Kerber, 2004, p.4). For example, when studying the phenomenon of leadership,American scholars pay more attention to the individualistic tradition andself-awareness in American culture while Asian scholars pay more attention tothe collectivism in leading activities. Their leadership activities are deeplymarked by a particular culture System of the brand.

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However, therise of cross-cultural leaders leads to a complete understanding of leadershipactivities in the blending of multi-cultural systems. When different culturesmeet in a multinational organization, the collision and blending of culturesare inevitable. Very effective leadership and leadership in a single culturalsystem may lose its original validity in a multicultural collision. Therefore,it is important to understand the uniqueness of cross-cultural leadership forthose leaders who want to be successful in a multicultural coexistencelandscape.Hence, what iscross-cultural leadership? There are two kinds of understanding.

One is tounderstand cross-cultural leadership organically, that is, cross-culturalleadership is the leader’s coordination and coordination in an organization ofemployees with different nationalities, different values ??and differentcultural backgrounds. From this perspective, cross-cultural leadership existswithin multinational corporations and multinational organizations. Another viewis that, from the perspective of cultural exchange and cultural change,cross-cultural leadership is regarded as a new type of leadership activity thatadapts to the tide of globalization and serves the global cultural wave. Fromthis perspective, cross-cultural leadership is a unique phenomenon that teststhe ability of leaders to harness and adapt to cultural challenges.

The formerunderstanding is of great value to China’s emerging multinational corporations.The latter understanding is of extraordinary significance to the leading cadresat all levels of government in China.Leadership isdifferent from the essence of management is that it is a power of change.Whether the leaders can shoulder the responsibility of promoting great changein an organization or even in a country depends not only on whether it can seta long-term goal acceptable to employees and society, but also whether it canpropose a value goal that adapts to cultural changes. In many cases, valuegoals create miracles and release people’s energy more than the general vision.Obviously, the raising of this value goal is increasingly linked to culturalexchange and economic globalization.

In a study in Future Organizational Design: “The pace of change willaccelerate so that only those most resilient organizations can withstand this pressureby 2010” (Kerber, 2004, p.4). Giant companies from around the world Growingcompetition with knowledge-based and innovative entrepreneurs will drivebusinesses to look for new resources and new allies that can providecompetitive advantages to survive in the competition.In a globalenvironment, understanding the global leaders’ mission is to explore thefoundations of global leadership.

The tasks of global leaders can be dividedinto general and specific tasks. First, global leaders need to develop anoverall view of the environment. The key task for global leaders is toeffectively listen to the important opinions of their superiors, colleagues anddirect reports in a cross-regional and inter-culturally complex environment andto integrate their opinions so that they Judgments and decisions in line withdomestic and foreign enterprises, including supporters. According to Kerber’sresearch, global leaders must have unique adaptability, professional knowledgeand communication skills (Kerber, 2004, p.4). The global leaders should havethe ability to summarize the global strategic skills, change and changemanagement style, management of multiple cultures, the formulation andimplementation of plans in a flexible organizational structure, cooperation andexchange with others and the team, learning in a composite organization knowledgetransfer.


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