Certain trends such as colonialism have worked towards spearheading the idea of the world exists as a global village. Further to this are the constant innovations such as internet speeds, increase in the mass media that make human interaction across the globe easier. Due to these, there has been a rise in the need for global businesses to prosper and tap into the untapped markets. As a result, many corporates and multinationals have taken to nurturing a crop of global leaders who will be competent in extending the visions and objectives of organizations to new horizons. Global leadership entails leaders familiarizing themselves with the many effects of globalization and coming together with the stakeholders to have a unified global mindset (Henson, 2016). Under global leadership, other cultures are influenced positively to share a vision with a certain organization while acquiring individual growth at the same time. In a bid to make organizations and individuals familiar with the terms of global leadership, Ramon Henson writes a book that gives an in-depth analysis of the same.
Successful Global Leadership: Frameworks for Cross-Cultural Managers and Organization is a book written by Ramon Henson. In the book, Henson brings to light some terminologies that are usually taken lightly and gives deeper meaning to them. He touches on matters concerning global management and cultural frameworks. He also gives an overview of certain matters that have changed over time and those that remain the same. Henson then goes ahead to help the reader develop a global mindset while giving some of the challenges that might be faced in that area (Henson, 2016). He concludes by noting that global leadership is a culture that needs to be nurtured and that the future is dependent on it.
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In Successful Global Leadership: Frameworks for Cross-Cultural Managers and Organization an individual is equipped with the necessary knowledge required to become a successful global leader. The book defines a global leader as an individual influencing a group pf people to follow the vision of an organization in a manner characterized by flow, complexity, and presence (Henson, 2016). Henson then provides some cultural challenges organizations face when trying to penetrate foreign markets. Such are the times the global leader needs to exercise the skills learned to ensure the transition is smooth. By understanding the culture of the locals and differentiating between traditions and foreign values, the global leader can come up with an environment that is suitable for any organization to thrive. Some things that have been emphasized in the book is the need for flexibility, empathy, curiosity, and openness. Other factors that the leader needs to put into consideration are language barriers and people management skills.
Given that the world is moving towards globalization every waking day, there are certain lessons that an organizational leader can take home from Henson's book. First and foremost is on the aspect of understanding what global management entails. The definition that has already been spelled out above reveals that global management entails working with people. However, it does not mean any people. Global management entails working with people from a foreign culture and convincing than that the organization that is in their territory seeks to better their lives (Henson, 2016). Without this understanding, an organizational leader may start off on the wrong foot in the new environment. Learning people management skills will come at an advantage at this juncture.
Secondly, chapter two of the book touches on knowing what’s changing in the global economy. Henson points out some organizations that have been on the rise because they are adaptive to change. In the previous years, most of the top ten organizations came from the United States. As the years proceed, the number of organizations from the U.S continues to decrease. Henson (2016) claims that the reason behind this is the increase in innovativeness that companies use to gain competitive advantage and expand their businesses into foreign markets. Such are the skills that a global leader should possess. The ability to run with an idea, regardless of the industry, and bring it to global competition while maintaining the good image of the organization. A global leader should acknowledge that there are many markets that are emerging. This means that competition is on the rise. Therefore, it calls for one to be highly innovative in their marketing strategy.
Other factors that will change include the increase in population that will demand more products or services from organizations. There will also be the rise of the middle-class people in the society, increasing demand even more. Also, managers should not be oblivious to the fact that there is part of the population that is aging. Studies show that there has been a decrease in the fertility rates mortality rates. By 2050, it is predicted that life expectancy will have increased to seventy-six years. This implies that the aging population might be more than the young people (Henson, 2016). Such are the demographics that a global leader should put into consideration while coming up with strategies for the organization. For instance, the health sector has already put in place measures that will cater for the elderly.
Next comes the issue of cross-cultural management. Cross-cultural management is a management style that involves managing a group of diverse people with diverse culture. Cross-cultural management is essential in businesses operating on a global or international platform. Again, the global leader should ensure they have proper people management skills. It becomes their duty to make sure that everyone in the organization is comfortable with each other. There are many advantages associated with cross-cultural management. For instance, it makes market penetration easier. People are naturally inclined to support a person they consider their own than a foreigner. For this reason, Henson (2016) encourages global leaders to educate themselves on the different cultures and languages of people. If they can speak the same language with the locals, they stand a better chance of having an easier time in the foreign market.
With cross-cultural management comes flexibility. Take for example a company that has been in existence in the United States alone since its conception. The company will have certain values that have been appropriate to the area of origin. However, if the company was to expand and open branches in say China, some of the values it holds so dearly will have to change, lest it does not appeal to the locals. Again, drawing from the definition of global leadership, the global leader has to endure the locals share in the vision of the organizations. However, this should not be at the expense of the livelihood of the locals. The global leader has to step in and make some adjustments to the values but ensure he or she does not distort the vision and objectives of the organization (Henson, 2016).
Some of the challenges that the global leader may face include language barriers and adaptation to the traditions of the locals without interfering with the vision of the organization. Miscommunication can cost organization business prospects and potential mergers (Henson, 2016). Henson advice that such miscommunication should always be dealt with to avoid further damages. The global leader should practice engaging their employees instead of merely giving instructions. The engagement brings about a dialogue that enables the manager to learn more about the culture of the local or the diverse workforce. In return, the employees feel good while working because the environment is conducive. The locals will also be drawn to the organization and aid in furthering the business opportunities of the organization. The overall benefit of overcoming cross-cultural challenges is improving profitability.
As noted Henson provides a good foundation for any organization or individual seeking to get into global leadership. The lessons learned can be applied by both to ensure that they not only remain competitive and relevant but also gain the trust of the people they work for and with. Even though the book claims that some factors sometimes remain unchanged, ultimately, change is inevitable, and every organization should be aware of that fact. Organizations should be flexible enough to change with the changing time, lest the emerging markets overtake them. This is the main reason behind nurturing future leaders into global leadership. It helps in ensuring that the organization cuts across all markets around the globe.
References
Henson, R. (2016). Successful Global Leadership: Frameworks for Cross-Cultural Managers and Organizations (1 st ed.) . Springer.
