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1 Global Leadership Competencies Student’s Name Professor’s Name Course Date

2 Global Leadership Competencies Creating values in a constantly changing world requires leaders who understand how to lead culturally diverse individuals, driving organizational progress. This brings in the concept of global leadership, which means leading people effectively regardless of their geographical positioning while handling diverse barriers such as distance, communication through technology, time zones, cultures, and complex organizational structures (Mendenhall et al., 22013). Global leaders are mandated to create a good understanding of values that enhance cohesion and success in global teams. While embracing the global leadership style, these leaders need to be flexible, resilient, and authentic to stand firm amidst the mentioned barriers to lead people with diverse expectations regarding leadership. Global leadership differs from traditional leadership based on the competencies portrayed and expected outcomes in the global environment. The Need for Addressing Global Leadership Picking up the fast pace at which innovation, technology, and cultural dynamics are transforming nations, addressing global leadership is critical. In this case, global leadership goes beyond the traditional leadership style, whereby leaders operate within their boundaries. According to Mendenhall et al. (2013), these traditional leaders emphasize control and authority, unlike global leaders who embrace connectedness, new worldviews, and perceptual acumen to influence significant changes. Hence, addressing global leadership is important to enhance people's understanding that leading a global team does not automatically convey that the individual is a global leader. Instead, the global leader needs to promote a culture of teamwork, leading by example while demonstrating resilience in complex and multicultural environments. This emphasizes the importance of a flexible leader who can broaden their global footprint and achieve sustainable growth due to improving society's overall well-being.

3 Furthermore, people need to know that global leadership does not stress that the global leader should be part of an upper echelon in an organization. While addressing this misconception, it is worth noting that any individual in the private, public, and nonprofit sectors leading and demonstrating global change efforts is worth recognition as a global leader. For instance, leaders like Mother Teresa influenced nations globally to embrace change. According to Kavitha (2019), Mother Teresa had a compelling vision of fighting poverty due to her love for humanity which she applied when helping the poor, orphaned, and the sick attain high- performance levels. Generally, having such global leaders is important because their open- mindedness and perceptual understanding allow them to address ethical challenges, deal with tensions, identify patterns of growth or decline, and implement large-scale change efforts across culturally diverse environments. The Key Competencies Global Leaders Need and Their Importance Considering the complexities and flexibility needed to lead in the global environment, leaders need certain leadership competencies representing their knowledge, skills, and abilities to lead. Notably, developing global leadership competencies can happen at any level, provided the leader demonstrates their commitment to formal, experiential, and developmental learning (DuBrin, 2022). Global leadership has the managing self-category, which entails personal effectiveness competencies and emotional intelligence, broken down into self-awareness and self-management facets, as expounded below. Additional competencies addressed under the managing relationships category include social awareness, intercultural communication, and conflict resolution. Managing Self Competencies The first category of managing self-entails competencies such as emotional intelligence and personal effectiveness. Emotional intelligence conveys an individual's ability to understand and manage personal and other people's emotions. Under emotional intelligence, global leaders

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4 need to possess high levels of self-awareness and self-management (Global Leadership Foundation, 2022). High self-awareness levels breed a leader's self-confidence and acknowledgment of self-worth. Further, self-management, entailing competencies such as self- control, transparency, adaptability, and self-initiative, allows the global leader to have internal standards and readiness to attract opportunities and fulfill their roles accordingly. While addressing personal effectiveness, the global leader should demonstrate integrity, respect, and dignity in diverse spheres, including inter and intrapersonal relationships. Furthermore, personal effectiveness competency encourages leaders to self-evaluate their ability to cope with stress and devise wellness strategies that improve their well-being. Considering the complexities in the global environment, this competency encourages the leader to handle stressful events with calmness, good judgment, and diplomacy (Osland et al., 2020). As a result, this helps minimize workplace stressors that could affect them and other people around them. Besides, the leaders learn how to improve personal, organizational skills and the ability to manage time. This is important in the fast-paced global workspace that needs high prioritizing skills and composure when leaders encounter workplace pressures. Therefore, progressive efforts to enhance personal effectiveness contribute to the leaders' growth and effectiveness. Managing Relationships Another global leadership competency is relationship management, a social cluster emphasizing visionary leadership, active listening and communication, and healthy conflict management practices. Effective relationship management requires the global leader to demonstrate social awareness to promote community building. Aspects emphasized for healthy community building include portraying emotional sensitivity, interpersonal engagement, and social flexibility (Osland et al., 2020). These elements help make the bonding processes empathic, genuine, and worth strengthening for potential business partnerships or promoting corporate social responsibility engagements.

5 Further, ethical conflict resolution when resolving disagreements is crucial to strengthen bonds. The culturally diverse global environment requires the global leader to demonstrate their ability to manage people regardless of their religious faiths, age, gender, nationality, physical abilities, race, or social class (DuBrin, 2022). Considering that conflict is inevitable, applying emotional intelligence in conflict management is crucial for effective and fair mediation and resolution practices whereby the leaders address every aggrieved party's needs. Hence, when managing relationships, intercultural communication competence comes into play since it allows global leaders to communicate while transmitting their vision and receiving feedback across the globe. According to DuBrin (2022), adapting to diverse cultures and dealing with various social systems create hospitable environments. Generally, this makes people feel at ease when interacting in different social spaces, regardless of nationality. One of the Competencies and Its Relevance from a Leader’s Perspective Among the mentioned competencies, emotional intelligence is essential because it helps global leaders manage themselves and their professional relationships. Emotional intelligence yields the intellectual leadership required to influence the global scale. On this note, these leaders must have high self-awareness, motivation, and self-management/regulation (Global Leadership Foundation, 2022). Self-awareness, as mentioned earlier, is a concept that explains a leader's ability to evaluate their mood and how their emotional responses impact others. In the process, they can identify gaps and work towards addressing them (Kavitha, 2019). The intellectual capacity to handle emotions plays a significant role in enabling leaders to take an active role in handling complex issues in the global sphere without allowing their mood to interfere with service delivery. Furthermore, self-management/regulation encourages leaders to practice patience while controlling their impulses and disruptive mood. Besides, this competency reminds the leader to think before acting, thus mitigating drastic actions that might affect organizational performance. Therefore, self-regulation is important because it promotes accountability,

6 commitment to deliver well-thought solutions, and a can-do attitude amidst challenges in the global environment (Mendenhall et al., 2013). Another competency is self-motivation, whereby leaders with high emotional intelligence do not rely on money or status to perform. The urge to serve and passion are the main factors driving leaders to embrace their experiences and strive optimistically. However, leaders who work because they look forward to getting a certain title in the organization do not acquire positive outcomes. Suggestions for Becoming an Effective Global Leader Despite mentioning the competencies required for the global leader, practicing each consistently yields positive outcomes. A recommendation for leaders is to embrace continuous learning to improve their emotional intelligence, personal effectiveness, intercultural communication, conflict resolution, and social awareness. An ideal approach leaders should adopt is taking different tests measuring different types of competencies to determine whether there are gaps and how to amend them. For instance, Mendenhall et al. (2013) mention the cross- cultural adaptability inventory (CCAV) as an ideal measuring tool for self-assessment, enabling global leaders to measure their adaptability. In the process, the leaders can measure additional dimensions such as flexibility, perceptual acuity, personal autonomy, and emotional resilience. Another tool that could be helpful is the global competence aptitude assessment which evaluates internal and external readiness. For instance, when evaluating internal readiness competency, the global leader can evaluate their ability to take risks, self-awareness, open- mindedness, and external readiness like intercultural competence (Mendenhall et al., 2013). Generally, having a constant habit of evaluating the different competencies in a global leader keeps them on their toes with the readiness to act whenever they find gaps worth addressing. Considering the diversity of the assessment tests that every global leader should take, the global leader should include feedback surveys as an essential tool for gathering information. Overall,

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7 the participant reviews can enable the leader to identify areas to improve and achieve effective global leadership. Conclusion In conclusion, globalization has played a significant role in changing the current working environment. For companies to thrive globally, leaders should seek ways to improve their leadership competencies to evolve competitively. This means that leaders should scale up from traditional leadership to the global leadership style, which encourages intercultural adaptability, connectedness, emotional intelligence, and conflict management competencies. While acknowledging that global leadership competencies are many, every global leader must embrace a culture of continuous learning to enhance their global leadership effectiveness. References DuBrin, A. J. (2022). Leadership: Research findings, practice, and skills . Cengage Learning. Global Leadership Foundation. (2022). Emotional intelligence. https://globalleadershipfoundation.com/deepening-understanding/emotional-intelligence/ Kavitha, S. J. (2019). Mother Teresa–An Icon of Woman Empowerment. Shanlax International Journal of Arts, Science, and Humanities, vol. 6, no. S1. Mendenhall, M. E., Osland, J. S., Bird, A., Oddou, G. R., Maznevzki, M. L., Stevens, M. J., & Stahl, G. K. (2013). Global leadership: Research, practice, and development (2nd ed.). New York, NY: Routledge Osland, J. S., Nielsen, R., Mendenhall, M. E., & Bird, A. (2020). The birth of a new field from CCM: Global leadership. The SAGE Handbook of contemporary cross-cultural Management , 375-392.

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