LEAD FPX 5210 Assessment 4

Effectiveness as a Global Leader

To be an effective global leader, there have to be a number of behavioral changes. Firstly, it is important to familiarize yourself with each team member by knowing their cultural differences, how they affect their decision-making process, and how they can be utilized. Through this, a leader has an idea of how their team members think, react to difficult situations, build trust, and communicate (Su, 2019). Another key behavior change for effective global leaders is being able to recognize, learn, and value cross-cultural differences. Leaders have to realize that poor communication can lead to misunderstanding, which can create tension among the team. As a global leader, it is their responsibility to remain open-minded and ensure that communication is effective, especially where improvement is needed. Closing communication gaps can build trust and ease any arising animosity (Kolzow, 2014). Lastly, a global leader will need to seek benefits that can be leveraged from various cultures, which can be advantageous to the organization.

An example was during the initial phase of the pandemic when banks needed an immediate solution to accommodate the large number of customers applying for PPP loans.

Global leaders at Bank of America assembled a team that included members from the U.S. and India, who worked together to create an online portal in a week so that small businesses could effectively apply for loans. With all three behavioral changes, leaders can manage challenges efficiently and help customers during crises (Hamm, 2015).

LEAD FPX 5210 Assessment 4:Two Goals

As a global leader, one has to constantly look for personal improvement.

Two significant objectives I will try to enhance myself as an improved global leader are to accomplish more self-awareness and find and appreciate cultural differences as they occur. To be self-aware as a leader implies being aware of both strengths and weaknesses since my behavior affects the individuals who work with me. Understanding differences in cultures will enable me to expose myself to different ideas and perspectives, which will bring innovation and creativity to the team.

The Plan

A global leader should listen to their strengths, weaknesses, interpersonal style, and behavior and learn to understand where adjustments are required in order to gain self-awareness.

One of the means of finding necessary changes is plunging into a new culture and observing whether it brings a sense of comfort or discomfort. When the leader becomes comfortable, that indicates there is an inherent ability to change and learn new cultures. But if one feels uncomfortable, then one needs to evaluate the specific interactions that caused this and find means of preventing culture shock in the future. In relation to the second goal, learning new cultures presents a great opportunity for leadership growth. As a leader, I plan to take time to learn about each member’s background and upbringing, as well as take part in new cultural experiences actively. This can involve visiting other countries and observing how the people interact and live their way of life. By incorporating this data, I can relate better to my colleagues and develop closer relationships with them.

SMART

To monitor progress on the above-mentioned targets, I will employ the SMART framework, which makes targets specific, measurable, achievable, realistic, and time-bound.

SMART leadership includes setting goals in a clear manner, influencing people, building successful teams, inspiring others, and harmonizing efforts with organizational goals (Rao, 2013).

The progress can be measured by observing how successfully relationships with team members develop. For instance, I will measure how my involvement and interaction between leaders and new members change. Time-based measurements will determine if the changes I implement have a lasting impact.

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