LEAD FPX 5210 Assessment 4 Global Leadership Development Plan

LEAD FPX 5210 Assessment 4 Global Leadership Development Plan

Name

Capella university

LEAD-FPX5210 Leading Global and Diverse Cultures

Prof. Name

Date

Effectiveness as a Global Leader

To be an effective global leader, several behavioral adjustments must take place. First, it is crucial to get to know each team member by understanding their cultural differences, how these differences impact their decision-making process, and how they can be leveraged. By doing so, a leader gains insight into how their team members think, respond to stressful situations, build trust, and communicate with others (Su, 2019). Another key behavior change for effective global leaders is the ability to recognize, learn, and understand cultural differences.

Leaders need to acknowledge that miscommunication can lead to misunderstandings, which may create friction within the team. As a global leader, it is their responsibility to remain open-minded and ensure that communication is effective, especially where it may be lacking. Bridging communication gaps can build trust and alleviate any growing animosity (Kolzow, 2014). Lastly, a global leader must seek advantages that can be leveraged from various cultures, which can contribute positively to the organization.

An example of this occurred during the initial phase of the pandemic when banks needed a quick solution to process the influx of customers applying for PPP loans. Bank of America’s global leaders assembled a team with members from the U.S. and India, who worked together to create an online portal within a week, allowing small businesses to efficiently apply for loans. By applying all three behavioral shifts, leaders can effectively address challenges and help customers in critical times (Hamm, 2015).

Two Goals

As a global leader, it is essential to continuously seek self-improvement. Two key goals I will focus on to become a better global leader are developing a greater sense of self-awareness and finding ways to explore and appreciate cultural differences as they arise. Being self-aware as a leader involves recognizing both strengths and weaknesses since my behavior affects those around me. By exploring cultural differences, I can open myself to new ideas and perspectives, fostering creativity and innovation within the team.

The Plan

To achieve self-awareness, a global leader must be attuned to their strengths, weaknesses, interpersonal style, and behavior while knowing where changes need to be made. One way to identify necessary changes is by immersing oneself in a new culture and observing whether it induces feelings of calm or unease. If a leader feels calm, it indicates a natural ability to adapt and understand new cultures. However, if discomfort arises, it is essential to evaluate the specific interactions that caused this feeling and determine strategies to prevent culture shock in the future.

Regarding the second goal, exploring new cultures provides a valuable opportunity for leadership growth. As a leader, I plan to dedicate time to learning about each team member’s background and upbringing, as well as actively immersing myself in new cultural experiences. This may involve traveling to different countries and observing how people interact and practice their customs. By integrating this knowledge, I can better relate to my team members and build stronger relationships with them.

SMART

To monitor progress on the previously mentioned goals, I will apply the SMART technique, which ensures that goals are specific, measurable, attainable, realistic, and time-bound. SMART leadership involves setting clear objectives, influencing people, building effective teams, motivating others, and aligning efforts with organizational goals (Rao, 2013). Progress can be measured by evaluating how well relationships with team members develop. For instance, I will assess how my interactions and participation evolve between new team members and leaders. Time-bound indicators will reflect whether the changes I implement have a lasting impact.

ReAferences

Hamm, J. (2015, July 14). The five messages leaders must manage. Harvard Business Review. Retrieved February 03, 2021, from https://hbr.org/2006/05/the-five-messages-leaders-must-manage

Kolzow, D. R. (2014). Leading from within: Building organizational leadership capacity. International Economic Development Council. Retrieved February 03, 2021, from https://www.iedconline.org/clientuploads/Downloads/edrp/Leading_from_Within.pdf

LEAD FPX 5210 Assessment 4 Global Leadership Development Plan

Rao, M. S. (2013). Smart leadership blends hard and soft skills. Human Resource Management International Digest, 21(4), 38-40. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1365844173%3Faccountid%3D27965

Su, A. J. (2020, January 06). Do you really trust your team? (and do they trust you?). Harvard Business Review. Retrieved February 03, 2021, from https://hbr.org/2019/12/do-you-really-trust-your-team-and-do-they-trust-you