LEADERSHIP IN THE ERA OF GLOBLIZATION

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Prepared by Sajid Kanner P-10 and Jamsher P-08

Student of MPA(2nd semester)

IMS department UoB, Quetta.

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Leadership in the era of

globalization

Prepared For Sir Muhammad Ali

Prepared by Sajid Kanner P-10 and Jamsher P-08

Student of MPA(2nd semester)

IMS department UoB, Quetta.

1 st October 2011

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Leadership in the era of

globlization

Leadership section prepared By: Sajid Kanner

Leadership in era of Globalization prepared By: Jamsher

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To my teacher Muhammad Ali

With love and respect

Sajid kanner

&

Jamsher

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Dedication

“To All The Thoughtful That imagine The

Concept And Bring It Into Physical Reality

And More Than our Aspect I Want To Thanks

My Teachers And My Friends Who Really

Helped Me To Complete My Assignment.”

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Acknowledgement

First of all, I am grateful to Almighty ALLAH who gave us courage and chance to complete this Assignment. All the praise is for ALLAH the most merciful and beneficial, and his Holy Prophet Hazrat Muhammad (PBUH).

We would like to express our gratefulness and appreciate for the untiring efforts, hard work and positive approach demonstrated by my teacher who gives us this Assignment.

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Executive Summary

Leadership in globalization era is running an

organization was equivalent to conducting a

symphony group. But I don't think that's

quite it; it's more like jazz. There is more

improvisation. Good leaders are made not

born. If you have the desire and will power,

you can become an effective leader. Good

leaders develop through a never ending

process of self-study, education, training,

and experience.

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Abstract

The purpose of this assignment is to explore

the leadership in the era of globalization on

organization performance of leader. Our

topic objective there a difference in the

leadership and globalization so that we have

revise the leadership and its different tools

and the globalization the study our report

shows that the today the world become

global village so the leadership is necessary

in the globalization era so that it can effects

positively impacts the organization

performance because effective process

comes from leadership..

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Concepts of Leadership

I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation. — Warren Bennis. Good leaders are made not born. If you have the desire and will power, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. This guide will help you through that process.

To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.

Definition of Leadership The meaning of a message is the change which it produces in the image. — Kenneth Boulding in the Image: Knowledge in Life and Society. Before we get started, let’s define leadership. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. This definition is similar to Northouse's (2007, p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.

Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that can influence our actions. This is called Trait Leadership (Jago, 1982), in that it was once common to believe that leaders were born rather than made. These two leadership types are shown in the chart below (Northouse, 2007, p5):

While leadership is learned the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character.

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Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique.

Types of LeadershipMany attempts have been made to classify leaders. According to H.T Mazumdar there are three kinds of leadership –traditional, bureaucratic and charismatic. The traditional leader gets his authority through the traditional status ascribed to him. Thus the Brahmin is the traditional leader of Hindu society. The bureaucratic leader gets his authority and power through delegation from election or from appointment. The charismatic leader creates his own authority. He may be a party leader, a religious leader, a social leader or a revolutionary leader. Bogardus has mentioned the following kinds of leadership. Direct and indirect leadership. Social, executive and mental leadership, partisan and scientific leadership. Prophets, saints, experts and boss. Autocratic, charismatic, paternal and democratic leadership. The three most significant types of leaders today are the administrator, the expert and agitator. With the extension of state activity and political controls the power of government bureaucracy has tremendously increased. The complicated industrial and military systems cannot operate without the expert. The agitator in time of grave economic insecurity and widespread anxiety about the future political order assumes an important role in mass society such as ours.

Four Factors of Leadership There are four major factors in leadership (U.S. Army, 1983):

LeaderYou must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed.

FollowersDifferent people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people!

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The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes.

CommunicationYou lead through two-way communication. Much of it is nonverbal. For instance, when you “set the example,” that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees.

SituationAll situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective.

Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.

Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized.

Bass' Theory of Leadership

Bass' theory of leadership states that there are three basic ways to explain how people become leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a small number of people. These theories are: Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.

A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.

People can choose to become leaders. People can learn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.

Be Know Do

The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being. Respected leaders concentrate on (U.S. Army, 1983):

what they are [be] (such as beliefs and character)

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what they know (such as job, tasks, and human nature)

What they do (such as implementing, motivating, and providing direction).

What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future.

The Two Most Important Keys to Effective Leadership

According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that:

Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.

Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence:

Principles of Leadership:To help you be, know, and do, follow these eleven principles of leadership (U.S. Army, 1983). The later chapters in this Leadership guide expand on these principles and provide tools for implementing them:

Know yourself and seek self-improvement - In order to know yourself, you have to understand you are being, known, and do, attributes and seeking self-improvement, that’s means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.

Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.

Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge.

Make sound and timely decisions - Use good problem solving, decision making, and planning tools.

Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi

Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers.

Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.

Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities.

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Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility.

Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs.

Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

Attributes of Leadership:If you are a leader who can be trusted, then those around you will grow to respect you. To be such a leader, there is a Leadership Framework to guide you:

BE KNOW DO

BE a professional. Examples: Be loyal to the organization, perform selfless service, and take personal responsibility.

BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. KNOW the four factors of leadership — follower, leader, communication, situation.

KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills.

KNOW human nature. Examples: Human needs, emotions, and how people respond to stress.

KNOW your job. Examples: be proficient and be able to train others in their tasks.

KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are.

DO provide direction. Examples: goal setting, problem solving, decision making, planning.

DO implement. Examples: communicating, coordinating, supervising, evaluating.

DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel.

EnvironmentEvery organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities. This is brought about by its heritage of past leaders and its present leaders.

Goals, Values, and Concepts

Leaders exert influence on the environment via three types of actions:

The goals and performance standards they establish.

The values they establish for the organization.

The business and people concepts they establish.

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Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability.

Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted.

Concepts define what products or services the organization will offer and the methods and processes for conducting business.

These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place.

Roles ad RelationshipsRoles are the positions that are defined by a set of expectations about behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge.

Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Also, normally the greater the interaction, the greater the liking. This in turn leads to more frequent interaction. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder.

The Process of Great Leadership:The road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders: Challenge the process - First, find a process that you believe needs to be improved the most. Inspire a shared vision - Next, share your vision in words that can be understood by your followers.

Enable others to act - Give them the tools and methods to solve the problem.

Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do; a leader shows that it can be done.

Encourages the heart - Share the glory with your followers' hearts, while keeping the pains within your own.

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Leadership versus Power:

The concepts of power and leadership have much in common. Certain people are leaders because they exercise power. It is unthinkable that a leader should not have power. Consequently the exercise of influence is a central part of most definitions of leadership. According to La-Piere, leadership is a behavior that affects the behavior of other people more than their behavior affects that of the leader. Pigor also says leadership is a concept applied to the personality to describe the situation when a personality is so placed in the environment that it directs the feeling and insight and controls others in pursuit of a common cause. According to Allen leadership is the activity of persuading people to cooperate in the achievement of a common objective. Terry defines it as the activity of influencing people to strive willingly for mutual objectives.Leadership always involves attempts on the part of a leader to affect the behavior of a follower or followers in a situation. Power is not equivalent with influence or with initiating change in another person’s behavior without regard to the situation in which it occurs. A new born infant can influence and change the behavior of his parents but this influence is not equivalent with power in the family.

Functions of LeadershipThere is no unanimity of opinion as to what the functions of the leadership are. This is because detailing of functions depends on one’s general concept of leadership. Leadership functions are related to goal achievement and to the maintenance and strengthening of the group. Functions in the former category, instrumental to achieving the goals of the group include making suggestions for action, evaluating movement towards the goal, preventing activities irrelevant to the goal and offering effective solutions for goal achievement. Functions in the second category include encouraging the members, releasing tension that builds up and giving everyone a chance to express himself. The main functions of leadership are to contribute to the achievement of the group goal and to help hold the group together. The leader by himself alone cannot achieve the group goal and help it maintain its solidarity and strength.

Leadership is not the activity of an individual alone. In a large scale organization it becomes a collective activity for no single individual can meet the tremendous demands of working out the whole organization. This has led to the view that leadership like power is dispersed throughout the organization. No one person has all the leadership functions. The functions of an organization are divided and each individual in his respective position provides leadership in so far as he contributes to the attainment of the group goal and the maintenance of the group cohesiveness. The leadership is provided at several levels in the hierarchy but at the same time individual leadership is important. The leader is the symbolic spokesman, the coordinator supreme, the important participant in decisions as to goals, the primary change content and the example to the organization.

Leadership Models:Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock you in to a type of behavior discussed in the model, but to realize that every

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situation calls for a different approach or behavior to be taken. Two models will be discussed, the Four Framework Approach and the Managerial Grid.

Four Framework Approach:

In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic.

This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. That is, any style can be effective or ineffective, depending upon the situation. Relying on only one of these approaches would be inadequate, thus we should strive to be conscious of all four approaches, and not just depend on one or two. For example, during a major organization change, a Structural leadership style may be more effective than a Symbolic leadership style; during a period when strong growth is needed, the Symbolic approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of just favoring one approach.

Structural Framework:In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation.

1. Human Resource Framework:

In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. while in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud? Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization.

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2. Political Framework:

In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation? Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, and then use negotiation and coercion only if necessary.

3. Symbolic Framework:

In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors? Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision...

Managerial Grid The Blake and Mouton Managerial Grid, also known as the Leadership Grid (1985) uses two axis: "Concern for people" is plotted using the vertical axis "Concern for task or results" is plotted along the horizontal axis. They both have a range of 0 to 9. The notion that just two dimensions can describe a managerial behavior has the attraction of simplicity. These two dimensions can be drawn as a graph or grid:

Most of the people fall somewhere nears the middle of the two axis Middle of the Road. But, by going to the extremes, that is, people who score on the far end of the scales, we come up with four types of leaders:

Authoritarian — strong on tasks, weak on people skills

Country Club — strong on people skills, weak on tasks

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Impoverished — weak on tasks, weak on people skills

Team Leader — strong on tasks, strong on people skills

The goal is to be at least in the Middle of the Road but preferably a Team Leader — that is, to score at least between a 5, 5 to 9, and 9. In addition, a good leader operates at the extreme ends of the two scales, depending upon the situation.

Authoritarian Leader (high task, low relationship)Leaders who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of what they see as dissent (it may just be someone's creativity), so it is difficult for their subordinates to contribute or develop.

Team Leader (high task, high relationship)These leaders lead by positive example and endeavor to foster a team environment in that all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams.

Country Club Leader (low task, high relationship)These leaders predominantly use reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members.

Impoverished Leader (low task, low relationship)These leaders use a “delegate and disappear” management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles.

The most desirable place for a leader to be along the two axes at most times would be a 9 on task and a 9 on people — the Team Leader. However, do not entirely dismiss the other three. Certain situations might call for one of the other three to be used at times. For example, by playing the Impoverished Leader, you allow your team to gain self-reliance. Be an Authoritarian Leader to instill a sense of discipline in an unmotivated worker. By carefully studying the situation and the forces affecting it, you will know at what points along the axes you need to be in order to achieve the desired result.

What Is Globalization?

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Globalization is a process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology. This process has effects on the environment, on culture, on political systems, on economic development and prosperity, and on human physical well-being in societies around the world.

Globalization is not new, though. For thousands of years, people—and, later, corporations—have been buying from and selling to each other in lands at great distances, such as through the famed Silk Road across Central Asia that connected China and Europe during the Middle Ages. Likewise, for centuries, people and corporations have invested in enterprises in other countries. In fact, many of the features of the current wave of globalization are similar to those prevailing before the outbreak of the First World War in 1914.

But policy and technological developments of the past few decades have spurred increases in cross-border trade, investment, and migration so large that many observers believe the world has entered a qualitatively new phase in its economic development. Since 1950, for example, the volume of world trade has increased by 20 times, and from just 1997 to 1999 flows of foreign investment nearly doubled, from $468 billion to $827 billion. Distinguishing this current wave of globalization from earlier ones, author Thomas Friedman has said that today globalization is “farther, faster, cheaper, and deeper.”

But policy and technological developments of the past few decades have spurred increases in cross-border trade, investment, and migration so large that many observers believe the world has entered a qualitatively new phase in its economic development. Since 1950, for example, the volume of world trade has increased by 20 times, and from just 1997 to 1999 flows of foreign investment nearly doubled, from $468 billion to $827 billion. Distinguishing this current wave of globalization from earlier ones, author Thomas Friedman has said that today globalization is “farther, faster, cheaper, and deeper.”

This current wave of globalization has been driven by policies that have opened economies domestically and internationally. In the years since the Second World War, and especially during the past two decades, many governments have adopted free-market economic systems, vastly increasing their own productive potential and creating myriad new opportunities for international trade and investment. Governments also have negotiated dramatic reductions in barriers to commerce and have established international agreements to promote trade in goods, services, and investment. Taking advantage of new opportunities in foreign markets, corporations have built foreign factories and established production and marketing arrangements with foreign partners. A defining feature of globalization, therefore, is an international industrial and financial business structure.

Technology has been the other principal driver of globalization. Advances in information technology, in particular, have dramatically transformed economic life. Information technologies have given all sorts of individual economic actors—consumers, investors, businesses—valuable new tools for identifying and pursuing economic opportunities,

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including faster and more informed analyses of economic trends around the world, easy transfers of assets, and collaboration with far-flung partners.

Globalization is deeply controversial, however. Proponents of globalization argue that it allows poor countries and their citizens to develop economically and raise their standards of living, while opponents of globalization claim that the creation of an unfettered international free market has benefited multinational corporations in the Western world at the expense of local enterprises, local cultures, and common people. Resistance to globalization has therefore taken shape both at a popular and at a governmental level as people and governments try to manage the flow of capital, labor, goods, and ideas that constitute the current wave of globalization.

To find the right balance between benefits and costs associated with globalization, citizens of all nations need to understand how globalization works and the policy choices facing them and their societies. Globalization101.org tries to provide an accurate analysis of the issues and controversies regarding globalization, without the slogans or ideological biases generally found in discussions of the topics. We welcome you to our website.

Leading in an Era of Globalization: Central America and South Africa:In the public panel for the Aspen community, Fellows from the Aspen Leadership Global Network, participated in a timely discussion titled "Leadership in an Era of Globalization: Central America and South Africa," moderated Peter Reiling, The Aspen Institute's Executive Vice President for Leadership and Seminar Programs. Four prominent Central American and South African leaders: Jose Andres Botran Briz, President of Grupo Edifika S.A., Alberto Solano, Latin American Program Director at Global Partnerships from Nicaragua, Raisibe Morathi, Executive Director of Sanlam Limited from South Africa, and Derek Thomas, Executive Director of Letsema Holdings from South Africa discussed the impact of global oil prices, the Central American Free Trade Agreement, and the meaning of President Mbeki resigning as President of South Africa.

Leadership In An Era Of Globalization And Diversity: Leading at Light Speed is a powerful leadership book for businesses, public agencies, and nonprofits revealing the 10 specific ways an organization must act and behave to build trust, spark innovation, and create a high-performing organization.

The Worldview Paradox is a concept in Leading at Light Speed described in Chapter 9 along with three other Leadership Paradoxes. The other three are available upon purchase of the book.

In this time of globalization and increasing diversity, a true leader must open their eyes to the philosophy of different worldviews. Each of these worldviews contains an easily identified philosophical model of how the world does and should work. The Western Worldview teaches that everything should be disected rationally. When we encounter an obstacle, our innate reaction is to analyze the details and formulate a solution. This isn't a terrible strategy if one assumes that the world is inherently logical and rational.

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The Western worldview, which teaches rationalty, is only one of many~The Western worldview of rationality is but one of many~The Western worlview, which teaches rationalty, is only one of many}. Philosophers and sociologists have identified at least four different worldviews: the Western, the Eastern, the Existentialist, and the Religious.

The Western worldview emphasizes rationality and individual free will. Individual thinking, action and problem solving are hailed as key. This worldview is not comfortable with uncertainty and irrationality. This explains, perhaps, the appeal to Westerners of tidy plot lines that translate so well to television. It's comforting to see sixty-minute solutions, easy outs, and resolvable dilemmas. Unfortunately, this worldview does not prepare us for dynamic complexity, or chaos, or for opening our eyes too wide.

Contrast that to the Eastern worldview, which focuses on what is unknowable. It holds that intuition and insight can help us tap into deeper areas of spiritual meaning. It assumes that the unconscious mind has access to deeper and more meaningful insights than those available through rational thinking, and that this non-conscious awareness can be improved through training. In the Eastern worldview, people act under the influence of unseen spiritual forces, and their lives are suffused with this unseen spiritual world. People with this worldview have a deep psychological need for meditation, for quieting the rational mind, for a personal experience of the unknowable. They are also wary of easy solutions to complicated problems.

A third worldview is the Existentialist, which holds that life, as it is experienced by human beings, is fundamentally unexplainable, but that we owe it to ourselves to make the best of the hand we're dealt, both in terms of our family and the world into which we are born. This worldview teaches that to succeed in life is to recognize one's own beliefs, the hold true to them, to act according to them and to live a life built upon them. Soren Kierkegaard, Jean-Paul Satre and other such existentialist thinkers hold that human beings are made to live with circumstances beyond their control, and that the only path to true meaning is finding what is important to each individual being. A corollary to this worldview is that what's important to you has no bearing on what's important to me. Each individual must discover his or her own truths.

The fourth worldview, the Religious, holds that knowledge is conferred through faith, and that a kind of mystical power is vested in God or a system of gods. People who follow this philosophy are drawn to prayer and religious experience, and use their beliefs and religious traditions to influence their decisions~People who follow this philosophy are drawn to prayer and religious experience, and use their beliefs and religious traditions to influence their decisions~People living according to this philosophy allow their decisions to be influenced by beliefs and religious traditions, and are drawn to prayer and religious experience}. This worldview confers great power on religious leaders who interpret events in the external world as the manifestation of God's intent and try to impose their interpretations through religious training and teaching.

All four of these worldviews mingle together in today's organizations. At one of our client companies, for example, teams of software developers from the U.S., Europe and Asia routinely work together on projects. The four worldviews are present in the team. The team's manager is a gifted communicator, but even he admits to frustration when deadlines approach

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and people react in different ways. "One guy was praying, another was cursing our sub-contractors, and a third was laughing at the absurdity of it all," he said.

An effective leader is able to navigate the contradictions of these worldviews broad sense of humor goes a long way. But it's also important to establish a framework of core values that can provide people a focus and serve as a bridge between different worldviews. A true leader must head discussions of the difference between individual values and those of the organization (the first quantum leap). They need to be ready to teach other people how truly difficult and complex the world is. How you lead in this gulf between warring convictions will test your abilities to engage, communicate, and build a high-performing organization. Take this free work survey to discover how well your company measures up to the 10 key practices of high-performing organizations. Leading at Light Speed is a new leadership book detailing the 10 Quantum Leaps of high-performing organizations. Are you leading at light speed? Take this free work survey to assess your organizational strengths and weaknesses.

Role Of HR Leadership In Globalization Era:Traditional HR as traditional view of HR was confined to welfare in early 1980’s and in 1990’s it shifted to training and development, staff and recruiting.

Functions

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• Manpower Planning

• Recruitment and Job analysis

• Selection

• Orientation and Induction

• Training and Development

• Performance Appraisal

• HR in Modern Perspective

Not only confined to traditional function but stress on

“Manage the talent and the talent will manage the result”

Role of HR Leadership

With changing scenario HR leadership had to address new challenges:

As business partners

Administrative head

Strategic partners

Functions of Line Managers:

• Planning

• Organizing

• Staffing

• Directing

• Controlling

• Need to Adopt Modern view

• To cope up in the tough competition of globalization.

• To redefine certain HR strategies from customer perspective.

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Areas where Leadership has to be demonstrated

• To rediscover HR leadership which involves commitment to customers?

• To adopt innovative trade practices in retaining customers.

Golden Rules

• Let every employee know who pays their salary.

• Employees, line manger and even line mangers need to come out of their MENTAL BLOCK.

• It has to train line mangers for HR challenges.

• HR professional will have to take things head on rather than second fiddle.

Ethical Leadership and Its Challenges in the Era of Globalization:AccuForm, a German-Hong Kong joint venture specializing in the production of chemical coatings for application to garments, is confronted with a situation where an unauthorized Chinese manufacturer had stolen one of AccuForm's experimental coatings, applied it to their own brand of clothing, and sold it to the public as an AccuForm product. The product had caused allergic reactions in some children, and the media had widely reported the incident. It was later discovered there was more to the situation than stolen coating, as some staff were found to have engaged in money laundering, misappropriation of company assets, acceptance of illegitimate rebates, and bribes. The general manager of AccuForm, in addition to having to deal with the media, also had to find a way to resolve the differences in business practices between the company's German and Hong Kong parents, which are thought to have been partially responsible for the incident, as well as rebuild staff morale and customers' confidence in AccuForm's products. Illustrates how differences in company cultures can create difficulty for management, and what are formulas for success in one country may be guarantees of failure in another.

“I think we have enough good reasons to believe that the modern epoch has finished, Vaclav Havel said. Today, there are many things that prove us that we are in a period of transition in which something is about to disappear and something else is about to be born. It is as if one thing dissolves, disintegrates and disappears, while another, not yet defined, saves from ruins.” We are the witnesses of one of the most profound economic revolution that even shake the humanity. It is a consciousness search of a new worldly order in which the economics dominate politics and sociology. Industry, commerce and finance will not get along at all with the national framework, becoming too squeezed. Multinational companies with as much financial power as Belgium, for instance, will blow the frontiers, constraining states to obey. They will produce where the costs are lowest, sell where the markets are most profitable, and transfer profits in order to pay the least taxes, research the virtual organization and bring the innovation everywhere. “The world – according to Maurice Allais, Nobel

laureate – has been transformed into a huge casino, with tables placed on all parallel and meridians.”

This new mode of doing business requires a new way of thinking. As Kuhn said, we need a change of paradigm. Otherwise, the reality will seem very paradoxical, an upside-down world, as at first sight the below sample seems. When Mitsubishi wanted to place its first automobile factory in the United Stats that was going to compete with American Industry at home, four States stimulated by the labor force that could be engaged (new jobs) competed in order to offer the best opportunity. The winner was Illinois that promised 10 years of direct help that valued 276 million dollars that is about 25.000 dollars for each new employment. Additionally, Illinois offered land that valued 10 million dollars and local tax exemption of 20 million dollars. We are at “the hinge of the history”, Toffler said, “we are passing one of those exclamation marks of history when the entire structure of human knowledge is shaken once again under the change pressure, along with the collapse of the old barriers.” Interface’s paradigm with local environment The MBA programs usually show us the interaction between organization and environment as a diagram that has a square in the middle – the company – surrendered by an empty space – environment. The interface between company and environment is crossed by arrows: some of them are “inputs” or resources” (materials, human resources, information, etc.), the other ones are “outputs” – products and residual materials. This simple and well-known diagram transmits many things about paradigm in which it is thought. The company is placed in the middle, because it is the most important: it captures the manager’s attention that is supposed to manage resources and activities, it makes sense to “inputs” and “outputs” flows. The empty space that surrenders the company transmits that the environment is amorphous and has an unlimited capacity to supply resources and absorb the products and residual materials (of course, considering the supply and request law). This is the interface’s paradigm with the local environment: so that the company can sell only to a limited market and the rest of the flows do not raise many problems, the rest of environment can be considered as amorphous and unlimited.

Global environment and leadershipThe globalization blows any barriers that fence the companies’ access to the global environment of business. Jack Welch – about the moment when this paradigm first came to his mind: “The company without limits that I have seen would remove all the barriers among the functions: industrial design, production, marketing and the others. It will not distinguish between “the national” and “foreign” operations. That means that when we will do business in Budapest or Seoul we will feel relaxed, as though we would do them in Louisville or Schenectady. A company without limits will demolish the exterior walls, combining the suppliers and clients as part of the same process.” Between the local and global paradigms some notable differences with regard to the environment approach exist:

1. If the environment as a whole is the place where the company is invited to carry on business, there is no reason to be considered as vague and unknown. On the contrary, the more known and understandable the place is, the more chances of advantageous positioning of business increase. 2. The global environment is not unlimited – nor the space, nor the capacity to offer resources and absorb products and residual materials. On the contrary, one

of the problems that the human kind faces at the dawn of globalization epoch is precisely the environment limitation. The lack of water at a global level, massive reduction of zones with forest, pollution and reduction of ozone layer, soil erosion, global warming, and increase of the prices of food are signs that indicate the limitation.

3. According to what Jack Welch remarked in his declaration above mentioned, a consequence of a well-outlined environment’s paradigm is that we ourselves belong to it and we lose our individual outline.

4. If everyone has access to this game at a planetary level, it is normal that the stake to be high and the game to be hectic and with frequent turns. If old-time managers based on the alchemy of environment, could consecrate to internally manage the resources, today’s leaders, facing a “turbulent” environment, can not take their eyes from the game without losing it. Therefore their interest is focused on the environment and more focused on that part of the environments that is their company. A Gallup study that comprises 80.000 of managers from all over the world – the largest that has been ever done – states that [4]:“The most important difference between a big manager and a big leader is related to the perspective. The elite managers are concentrated on the intern part… On the contrary, the elite leaders concentrate on the extern part. They pursue the competition, have perspective plans, and look for alternatives.”

5. The environment is not only limited, but also well-outlined and it also has an organic, systemic evolution. This means that for its stable functioning, some limits have to be obeyed. These limits are often broken by the players that are willing to play at the global level, having in mind the environment’s local paradigm that is amorphous and unlimited.

“The requirements of the developing economy, the way it is structured today, exceed the lasting, natural, production of eco-systems.” [5]Here is the advertising of Philippines government to stimulate the foreign investors: “In order to incentive a companies that your companies… we grounded mountains, cleared jungle, drained swamps, changed river courses, moved cities…We did all these things to be easier for you and your company to carry out businesses here.” [6]

The new model of global village?

The solution to get out of the trouble is given Lester Brown, imagining only the change of paradigm: “The transformation of our economy that destroys the environment, into one that sustains that the progress is related to the revolution as the one generated by Copernicus, in our economical mentality – the recognition that the economy is part of the planetary eco-system and it can assure the progress only if it will be restructured, so that it becomes compatible with the ecosystem.” [5]In other words, the casino paradigm, in which the players come, make a hit and leave, will be of almost no use, because there is no place somebody can leave. “There is no place to run to. There is no hide for anyone. Nor for us, nor for you, nor for Fiat… [2]”, Ridderstrale and Nordstrom said. So that either we like it or not, the way it results from the financial-economical crisis that we are facing, we all will support the consequences of the game:” We moved do fast to this new worlds, so that we did not recover

our senses. We used to take care of our children by offering them the best education and the best medication in the world. But if we do not act rapidly to stop the environment deterioration, to eliminate poverty and stabilize population, then their world will economically crash and politically disintegrate. [5]”

More practical utility seems to offer the global economic state’s paradigm, in which good householder manages its own courtyard, participating to the common wealth of the village as a fundament of prosperity. “In the global village we can not survive by ourselves, Ridderstrale and Nordstrom said. We should find partners at the international level. [2]”

Globalization’s Impact on LeadershipEach leader has a set of challenges and opportunities unique to the company’s history, market segment, customer changes and technology. Every one of them is faced with the challenges and opportunities presented by the rapid globalization of business.

The very concept of globalization is new. The first concept that unfolded as companies began to grow outside of national boundaries was that of the multi-national corporation. In some cases, companies were growing so large that they began to lose a sense of national identity. But there was still a sense of central command and control. Then companies began to “internationalize.” In this case, there were international offices—perhaps just sales or maybe sales and support.

Globalization is a larger concept. It involves tapping in to the people resources in many countries. Often the central corporation allows local, regional or national units the power to make product decisions, so that the portfolio better reflects the needs and tastes of their customers. Yokogawa exemplifies this new trend—and in the process blows the stereotype of a Japanese company. It has established a corporate engineering center in Singapore and an automation marketing center in Dallas. Similarly, Phoenix Contact, a German company, has a competency center charged with research and development for certain product lines in Harrisburg, Pa.

Whenever I talk with the senior leadership for any automation technology supplier, they are all aware of these changes in the landscape and initiating programs within the company to exploit these new challenges.

Change leadershipSometimes, leaders in automation companies are faced with challenges in the aftermath of acquisitions—seemingly a fact of life in the industry. I interviewed Andy Gravitt, vice president, Automation and Control, Schneider Electric, for the Managers & Executives Skills department this month. He was appointed to his current position after Schneider Electric, a French electrical and controls supplier, had acquired several controls and automation suppliers, and was attempting to integrate them. He was faced with getting the team together and explaining to distributors and customers the implications of the changes, and getting a new focus. In this case, this is the national organization of a global company acting to be the customer-facing part of the larger corporation. His leadership tips can be found on page 12.

I’m writing this column from Chicago’s Navy Pier at another example of globalization—the Siemens Automation Summit user conference and the ExiderDome exhibit. The keynotes included U.S. executives of Siemens as well as executives from the German corporate office for industrial automation. Once again an automation company is showing that blend of local closeness to the customer and corporate leadership. Announcements made at the event included word that Siemens is launching a competency center for human-machine interface to be headquartered near Dallas.

The keynoter for the Siemens event was the winner of the first “The Apprentice” series—Bill Rancic. He was an entrepreneur who wound up beating people with MBAs from Harvard and Wharton schools for the opportunity to work with Donald Trump. He had the opportunity to work with and meet some of the top entrepreneurs in the country. As he observed these people closely, Rancic determined that all the entrepreneurs he met had three traits: an incredible attention to quality, incredible decision-making ability and a “never-quit” attitude. These traits mark most of the automation industry leaders I’ve met, too. These are also traits that we all can develop to be more successful. I know I’m challenged by listening to them.

References:

http://www.sociologyguide.com/leadership/why-person-assumes-leadership.php

Globalization of Leadership

The effects of globalization on management and leadership - Management (Other) - Helium

Globalization’s Impact on Leadership | Columns | Automation World

Leadership in an Age of Globalization | Matt Miller | Big Think

Globalization of Leadership

http://www.rmci.ase.ro/no10vol2S/Vol10_SN_No2_Article23.pdf

http://books.google.com.pk/books? hl=en&lr=&id=YTh22XQrtlQC&oi=fnd&pg=PR9&dq=leadership+in+the+globalization+era&ots=xsnFRvZTO6&sig=m95IuOCqMiutO6VaZJoqe09VgSo#v=onepage&q=globalization&f=false( p13, 247)

http://bigthink.com/ideas/13273

Bibliography South Asia in the era of globalization: trade, industrialization, and

welfare(p-190)

By Mita Bhattacharya

Leadership In An Era Of Globalization And Diversity(articled 1113941)

By Eric Douglas