Fluent Essays

Guideline: You will be responsible for one original post, and two responses to posts of your classmates.  Your original post is due in 2 days, and after post that, I will send you two posts from my classmates, and then you need to reply to those two post in the following day. The original post can be 1 page, and the two responses can be half page each. For your original posting, you will respond to the question(s) that are asked for the week. You will want to think about responding fully, in a way that fully answers the question, and also incorporates other aspects of graduate level thinking, such as (for example) critical thinking; analyzing issues from multiple perspectives; demonstrating awareness of costs and opportunities of decisions; incorporating or applying course material; and/or bringing in your own real-world experience with the topic at hand.  For your two responses to other students, you have lots of options. As examples, you can explain why you agree/disagree with what is said, with sufficient explanation or argument to support your position;  you can evaluate what is said by comparing/contrasting what we are learning in the course, or with your experience or knowledge; you can also share an example or story that illustrates the point that the original poster made.  Questions you have to answer this week: After viewing the TED talk by Professor Amy Edmonson, think about her suggestions for how to be an effective leader during a crisis. (eg: communication, taking quick action, leading with purpose and values, power). Based on your readings for this week, consider how leadership can vary across cultures. Reflect on how her suggestions may be interpreted or applied differently by people from different cultural backgrounds.   Pick one of her suggestions to focus on.  Questions to address: 1.  How can this leadership suggestion be differently construed, enacted, interpreted, or applied by people from different cultures?  If it helps, you can choose two cultures or identify specific cultural values/dimensions to compare.  2. Why is considering how to adapt this leadership suggestion to culturally different employees even more important during a time of crisis?  In responding, you can refer to a specific crisis occurring now, such as the pandemic or economic recession; you can give an example based on a real situation you have experienced or observed; or you can make up an example situation to help demonstrate your point.  You need to answer all of the questions above, and must apply the content from the articles and video I uploaded. The link of the video: https://www.ted.com/talks/amy_c_edmondson_how_to_lead_in_a_crisis?utm_campaign=tedspread&utm_medium=referral&utm_source=tedcomshareJournal of World Business 47 (2012) 612–622 Dynamic cross-cultural competencies and global leadership effectiveness Paula Caligiuri a,*, Ibraiz Tarique b a Human Resource Management Department, School of Management and Labor Relations, Rutgers University, Piscataway, NJ 08901, USA b Lubin School of Business, Pace University, New York, NY, 10038 USA A R T I C L E I N F O Keywords: Global leadership International effectiveness Cross-cultural competencies Developmental experiences Personality characteristics A B S T R A C T Analyzing data from a sample of 420 global leaders (matched with 221 supervisors), we found a combined effect of personality characteristics (extraversion, openness to experience, and lower neuroticism) and cross-cultural experiences (organization-initiated cross-cultural work experiences and non-work cross-cultural experiences) as predictors of dynamic cross-cultural competencies (tolerance of ambiguity, cultural flexibility, and reduced ethnocentrism). These competencies, in turn, are predictors of supervisors’ ratings of global leadership effectiveness. Our study suggests that developmental cross-cultural experiences occur through both work-related and non-work activities. The results suggest that both selection and development are critical for building a pipeline of effective global leaders. � 2012 Published by Elsevier Inc. Contents lists available at SciVerse ScienceDirect Journal of World Business j o u r n a l h o m e p a g e : w w w . e l s e v i e r . c o m / l o c a t e / j w b The global economy is producing a competitive landscape that is becoming increasingly more complex, dynamic and ambiguous for firms operating across borders. PriceWaterhouseCoopers’s 14th Annual Global CEO Survey (2011) found that ‘‘bridging the global skills gap’’ was one of the top concerns they cited for the future as companies look ‘‘for better ways to develop and deploy staff globally.’’ Globally competent business leaders, and not limited to those on international assignments, are critical for a firms’ ability to compete and succeed internationally. In response to the growing demand for globally competent business leaders who can operate successfully in today’s global environment and improve organiza- tional performance across all geographic markets, 62\% of firms around the world report having a global leadership development program of some form (American Management Association, 2010). Many global leadership development programs include talent management and leadership succession programs that include a variety of developmental experiences (e.g., Beechler & Javidan, 2007; Evans, Pucik, & Barsouk, 2002; Gupta & Govindarajan, 2002). These organization-initiated developmental experiences include involvement in global teams (Maznevski & DiStefano, 2000), global travel that encourages learning from colleagues in different countries (Oddou, Mendenhall, Ritchie, 2000), in-country training or coaching (Mendenhall & Stahl, 2Why Should Anyone Be Led by by Robert Coffee and Gareth Jones We all know that leaders need vision and energy. But to be inspirational, leaders need four other qualities. Probably not what youd expect, these qualities can be honed by almost anyone willing to dig deeply into their true selves. / F YOU WANT TO SILENCE A ROOM OF EXECUTIVES, try this small trick. Ask them, Why would anyone want to be led by you? Weve asked just that ques- tion for the past ten years while consulting for dozens of companies in Europe arid the United States. Without fail, the response is a sudden, stunned hush. All you can hear are knees knocking. Executives have good reason tb be scared. You cant do anything in business without followers, and follow- ers in these empowered times are hard to find. So executives had better know what it takes to lead effec- tively-they ihust find ways to engage people and rouse their commitment to company gOals. But most dont know how, and who can blame them? Theres simply too much advice out there. Last year alone, more than 2,000 books on leadership were published, soirie of them even repackaging Moses and Shakespeare as lead- ership gurus. HARVARD BUSINESS REVIEW September-October 2000 63 Why Should Anyone Be Led by You? Weve yet to hear advice that tells the whole truth about leadership. Yes, everyone agrees that leaders need vision, energy, authority, and strategic direction. That goes without saying. But weve discovered that inspira- tional leaders also share four unexpected qualities: • They selectively show their weaknesses. By exposing some vulnerability, they reveal their approachability and humanity. • They rely heavily on intuition to gauge the appro- priate timing and course of their actions. Their ability to collect and interpret soft data helps them know just when and how to act. • They manage employees with something we call tough empathy. Inspirational leaders empathize passionately-and realistically-with people, and they care intensely about the work employees do. • They reveal their differences. They capitalize on whats unique about themselves. You may find yourself in a top position without these qualities, but few people will want to be led by you. Our theory about the four essential qualities of lead- ership, it should be noted, is not about results per se. While many of the leaders we have studied and use as examples do in fact post superior financial returns, the focus of our research has been on leaders who excel at inspiring people-in capturing hearts, minds, and souls. This ability is not everything in business, but any experi- enced leader will tell you it is worth quite a lot. Indeed, great results may be impossible without it. Our research into leadership began some 25 years ago and has followed three streams since then. First, as academics, we ransacked the prominent leadership the- ories of the past century to develop our own working model of effective leadership.