Home Research PapersThe collision and blending of cultures are inevitable. Very

The collision and blending of cultures are inevitable. Very

The second
aspect of challenge facing global leadership is the diverse cross-culture
environment. Cross-cultural leadership is a unique phenomenon of leadership
that gradually emerges from economic exchanges and market expansion. Just as
the article “Leadership challenges in global virtual teams: Lessons from the
field” points out, before cross-cultural leadership emerged, we focused on
leadership in a single cultural system (Kerber, 2004, p.4). For example, the
work-oriented leadership culture in Western society exists in the traditional
concept of individualism and structuralism. The oriental or community-oriented
leadership culture in the East is based on the traditional concept of
collectivism. Therefore, in the past, when we focused on leadership activities,
we always confined ourselves to a specific cultural system. The study of
leadership 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 and
self-awareness in American culture while Asian scholars pay more attention to
the collectivism in leading activities. Their leadership activities are deeply
marked by a particular culture System of the brand.

However, the
rise of cross-cultural leaders leads to a complete understanding of leadership
activities in the blending of multi-cultural systems. When different cultures
meet in a multinational organization, the collision and blending of cultures
are inevitable. Very effective leadership and leadership in a single cultural
system may lose its original validity in a multicultural collision. Therefore,
it is important to understand the uniqueness of cross-cultural leadership for
those leaders who want to be successful in a multicultural coexistence
landscape.

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Hence, what is
cross-cultural leadership? There are two kinds of understanding. One is to
understand cross-cultural leadership organically, that is, cross-cultural
leadership is the leader’s coordination and coordination in an organization of
employees with different nationalities, different values ??and different
cultural backgrounds. From this perspective, cross-cultural leadership exists
within multinational corporations and multinational organizations. Another view
is that, from the perspective of cultural exchange and cultural change,
cross-cultural leadership is regarded as a new type of leadership activity that
adapts to the tide of globalization and serves the global cultural wave. From
this perspective, cross-cultural leadership is a unique phenomenon that tests
the ability of leaders to harness and adapt to cultural challenges. The former
understanding is of great value to China’s emerging multinational corporations.

The latter understanding is of extraordinary significance to the leading cadres
at all levels of government in China.

Leadership is
different from the essence of management is that it is a power of change.

Whether the leaders can shoulder the responsibility of promoting great change
in an organization or even in a country depends not only on whether it can set
a long-term goal acceptable to employees and society, but also whether it can
propose a value goal that adapts to cultural changes. In many cases, value
goals create miracles and release people’s energy more than the general vision.

Obviously, the raising of this value goal is increasingly linked to cultural
exchange and economic globalization. In a study in Future Organizational Design: “The pace of change will
accelerate so that only those most resilient organizations can withstand this pressure
by 2010” (Kerber, 2004, p.4). Giant companies from around the world Growing
competition with knowledge-based and innovative entrepreneurs will drive
businesses to look for new resources and new allies that can provide
competitive advantages to survive in the competition.

In a global
environment, understanding the global leaders’ mission is to explore the
foundations of global leadership. The tasks of global leaders can be divided
into general and specific tasks. First, global leaders need to develop an
overall view of the environment. The key task for global leaders is to
effectively listen to the important opinions of their superiors, colleagues and
direct reports in a cross-regional and inter-culturally complex environment and
to integrate their opinions so that they Judgments and decisions in line with
domestic and foreign enterprises, including supporters. According to Kerber’s
research, global leaders must have unique adaptability, professional knowledge
and communication skills (Kerber, 2004, p.4). The global leaders should have
the ability to summarize the global strategic skills, change and change
management style, management of multiple cultures, the formulation and
implementation of plans in a flexible organizational structure, cooperation and
exchange with others and the team, learning in a composite organization knowledge
transfer.

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