1.Global and cross-cultural leaders face increased interdependence within and across organizations. Are the potential effects of increasing interdependence more likely to be positive or negative? Support your view with relevant examples and research.
The global and cross-cultural leaders are the ones who have to lead people based in various parts of the world. They have to deal with people from various cultural backgrounds. The decision making is the main responsibility of the global leader. He/she has to take the decision based on the circumstances in the company and the goal that the company wants to achieve. There is a lot of XXXXXXXXXXXXXXX due XX XXXX. XXXXXXXX XX. al. (XXXX) states XXXX the XXXXXXX of interdependence will be XXXX XXXXXXXX and negative. The global XXXXXX XXX have a XXXX XXXXXXXXXXXXX XX XXXX XXX XXXXXXX needs XX do to XXXXXXX the goal XXX XXXX XXX XXX be practical in XXXXX XX implementation in a certain country. This way XXX company will not benefit XXXX XXX global XXXXXX’s perspective. XXXXX XXXXXX XX XXXX XXXX of flexibility in the XXXXXXXXXXXXXX XX XXX company’s or XXX XXXXXXX’ XXXXXXXXXXX at each XXXXXXX level. XXXXXXX, if too much XXXXXXXXXXX is given XX each company then they may XXX be able to take a XXXXXXXX that XX in sync XXXX XXX XXXXXXX’s goal. So a XXXXXXX has to be XXXXXXXXXX in the dependence XX XXX XXXXXXX centres XX XXX leader. XXXXX should XX some XXXXXXXXXX XXXXXXX XX XXXX so that XXX XXXXXXXXXXXXXX of the decision can XX XXXX effectively.
X.XXXX inclusive XXXXXXXXXX, XXXXXXXXXXXXXXXX leadership, or XXXXXX-member exchanges contribute XXXX XX employee XXXXXXXXXX, XXXXXXXXXX, XXX productivity across XXXXXXX XXX Eastern cultures? XXXXXXX.
XXX inclusive, transformational leadership XXX XXX leader-member XXXXXXXXX XXX effective means XX leading a business. XXXX XXXX XX XXXXXXXX engagement, XXXXXXXXXX and XXXXXXXXXXXX XXX the XXXXXXX XXX vary XXXXX on XXX culture. In Eastern XXXXXXX, XXX XXXXXXX will XX very XXXXXXXXXXX XXX XXX XXXXX will XX tremendous XXXXXXXXXXX in XXX XXXXXXXXXXX of the employees. But in the western XXXXXXX, such XXXXXXXXXX XXXXXX XXX XXX be XXXX XXXXXXXXX. The XXXXX by XXXXXXXX XXX Armstrong (XXXX) finds XXXX certain XXXXXXXXXX behaviors are XXXXXX to XX more XXXXXX accepted in a particular culture. The XXXXXXXXXX XX XXX XXXXXXXXXX style will also have an effect on XXX XXXXXXXXXXX and XXXX influence XXX XXXXXXXX XXXXXXXXXX, innovation XXX productivity of XXX XXXXXXXXX across XXXXXXX cultures.
XXXXXXX XX XXXX:
XXXX inclusive leadership, XXXXXXXXXXXXXXXX leadership, or XXXXXX-XXXXXX exchanges XXXXXXXXXX XXXX XX XXXXXXXX XXXXXXXXXX, innovation, XXX productivity XXXXXX Western XXX Eastern XXXXXXXX? XXXXXXX.
XXXXXX XXXXXXXX, leadership that encourages individuals to exercise creativity promotes XXXX XXXXXXXXXX XXX XXXXXXXX XXXXXXXXXX and may XXXXXXX XXXXXX productivity. XXXXXXXXX XXX transformational XXXXXXXXXX styles both XXXXXXXXXX XX innovation and employee engagement, although a transformational leader emphasizes the organizational needs XXXX than XXX employee XXXXX (Li, Wang, XXX XXXXXXXXX, XXX & Ma, XXXX). X Leader-XXXXXX XXXXXXXX (XXX) XXXXXXXXXX style XXXXXXXXXX only a few XXXXXXX of the team to be innovative XXX XXXXXXX XXXXX maintaining a transactional relationship with other team XXXXXXX (Matta, XXXXX, XXXXXXX&XXX; Conlon, XXXX). Higher productivity is often associated with XXXXXXXXXX and employee XXXXXXXXXX, but it is XXXX a XXXXXXXX of any leadership style that results in achieving XXXXXXXXXXXXXX XXXXX. According to XX XXX Hannif (2013), leadership styles and XXXXXXXXXXXX often XXXX between XXXXXXXX, XXXXXXXXX upon how the XXXXXXXXXX culture XXXXXXXXX authority XXX control. Organizations with inclusive or transformational leadership XXXXXX XXX culture that are XXXX XX XXXXXXXXXX XXX creativity often XXX XXXXXXXXXXX XXXXXXXXXXXX in productivity (XXXXX, Dwyer, XXXXXXXX, XXXXXX& XXXXXX, 2017). XXXXXXXXXX styles play an essential XXXX in XXXXXXXXXXXXXX innovation, employee engagement, and XXXXXXXXXXXX, XXXX inclusive XXX XXXXXXXXXXXXXXXX XXXXXX XXXXX XXX most impactful.
Leadership styles XXXX a XXXX important role to play in the XXXXXXX XX an XXXXXXXXXXXX. Over the XXXX few decades, XXX leadership style of XXXXXXXXX XXX been XXXXXXXXXX XXXXX XXXXXXX in XXX XXXXXXXXXXXXX. But it XXX XXXX been observed by XXXXXXX XXXXXXXXXXX that there XX a XXXXXXXXX of the country’s culture on XXX effectiveness of XXXXX leadership styles. One such study was XXXXXXXXX XX XXXXXXXXX, XXXXXXXX XX Xin (2005) XXXXX that the XXXXXXXXXXX XXXXXX and XXXXXXX of a XXXXXXX has a moderating effect on XXX XXXXXXXXXXXXX of XXX XXXXXXXXXX.Sharifirad,A, XXX Sadegh, Mohammad. (XXXX) XXXXXXXXXX XXXX XXX XXXXXXXXXX XXXXXXXXX XX XXX leader XXX transformational XXXXXXXXXX will influence their XXXXXXXXXX and XXXX performance.
References:
Cynthia X. XXXXXXXX, XXXXXXX J. XXXXX, Wilfred X. XXXXX, Richard L. XXXXXX, XXXX B. XXXXXXX, XXXXXXXX X. X. O’XXXXXX, XXX Ellen Van XXXXXX,Interdependent Leadership In Organizations Evidence From XXX XXXX XXXXXXX, Center for Creative Leadership XXXXXXXXXX, North Carolina. XXXX. XXXX 978-1-60491-XXX-X
XXXXXXXX, Nuttawuth and Armstrong, XXXXX (XXXX), XXXXXXXXXXXXXXXX Leadership: XXX XXXXXXXXX of XXXXXXX on XXX Leadership XXXXXXXXX of XXXXXXXXXX Managers. XXXXXXXXXXXXX Journal XX Business and Information.XXXXXX X, XXXXXX X, pp XXX - XXX.
XXXXXXXXX, X., XXXXXXXX Hopkins XXXXXXXX, &XXX; XXX, X. (2005). Traditionality XXXXXXX: XX XXXXXXXXXXX XX XXX Effectiveness of XXXXXXXXXXXXXXXX Leadership in the XXXXXX States and Taiwan. XXXXXXX of XXXXXXXXXXXXXX XXXXXXXX, 26(3), 205-227. Retrieved XXXXhttp://www.XXXXX.XXX/XXXXXX/4093938
XXXXXXXXXX,A, and XXXXXX, Mohammad, (2013) Transformational leadership, innovative work behavior, XXX XXXXXXXX well-XXXXX, Global XXXXXXXX XXXXXXXXXXXX.Volume X, XXXXX 3, pp 198–XXX. https://XXX.org/10.1007/XXXXXX-XXX-XXXX-X
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