Essay Sample on Personal Philosophy of Global Leadership

Introduction

Global leadership entails innovative features as well as critical perspective from the leadership theories as well as international relations and political economy. Theories of global leadership focus on modern political philosophy and sociology about capitalism. Various features including economic, social and ecological as well as ethical issues constitute of the global leadership

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This groundbreaking collection on global leadership features innovative and critical perspectives by scholars from international relations, political economy, medicine, law and philosophy, from North and South. The book's novel theorization of global leadership is situated historically within the classics of modern political theory and sociology, relating it to the crisis of global capitalism today. Contributors reflect on the multiple political, economic, social, ecological and ethical crises that constitute our current global predicament. The book suggests that there is an overarching condition of global organic crisis, which shapes the political and organizational responses of the dominant global leadership and of various subaltern forces. Contributors argue that to meaningfully address the challenges of the global crisis will require far more effective, inclusive and legitimate forms of global leadership and global governance than have characterized the neoliberal era. (Gill, 2011).Therefore, the condition of the worldwide leadership shapes the political and organizational response with various forces that address the legitimated forms of global leadership.

The trait theories of global leadership are sufficient for the common characteristic of personal philosophy in the globalcommand. From the trait theory, leadership is innate and has inherent qualities that develop the leadership qualities for global leadership through the identified conditions of the traits theory including integrity, empathy, and assertiveness as well as good decision-making skills that are firstfor effective global leadership. Although these traits do not guarantee the success of a leader, the external behaviors, as well as the subjective beliefs from the traits theory, is useful for global leadership.

The behavioral theory of leadership which focuses on the expected behaviors by an organization encourages support of the global command. Through the developed framework of the behavioral theory defines the autocratic leader who can make decisions without consultation hence appropriate for global leadership.

This study examines the extent to which national governments are using Web-2.0 applications to increase transparency and engage citizens in decision-making processes. Based on a typology of governmental websites that distinguishes among executive office sites, government web portals and personal websites of heads of government, 160 websites from 82 different countries were examined, and results show that 70 percent of the websites do not offer any participatory services and surprisingly no positive relationships were found between e-participation and variables traditionally associated with e-government implementation. However, a difference between broadband and Internet penetration levels was found: whereas Internet was positively related to e-participation, broadband was only related to the release of information by governments, which is consistent with citizen pressure models of policy change. (Katz & Halpern, 2013). The theory also defines democratic leaders that can provide input before making decisions regarding the difficult managingsituations in different perspectives and ideas. The definition of laissez-faire leaders from the behavioral theory allows the leader to team up and make decisions that are capable of motivating the global leadership without the failure of the leadership style. As a result, there is effective global leadership performance appropriate for the organization.

The power and influence theories of leadership areuseful for global leadership since it takes different approaches the leaders may use to influence things. As a result, some features define the positional power including legitimate, reward and coercive with the focus on the designed tasks and reward structures. Therefore, the appealing global leadership strategies build the relationship that developed a motivational working environment for the organization.

The global leadership requires the dynamic system of global trends that challenge global leadership risks into opportunities. Through the global leadership opportunities, the global perspectives on global leadership are fundamental in creating strong leaders with developed leadership skills including the communication skills, the cultivating mindset skills that provide a diverse opportunity for addressing global challenges.

The purpose of this paper is to report level 3 evaluation findings from a leadership development programme. This paper comprises a case study, quantitative data analysis, and results from critical incident semi-structured interviews. A unique research model was developed from a literature review. There are many problems associated with the design and delivery of leadership development programmes. Senior executive-taught workshops, 3608 feedback, and action learning were deliberately employed to increase the adoption and application of specific behaviours after the programme. The results substantiate previous findings on the impact of these elements by demonstrating concrete behavioural changes rather than perceived enhancement in leadership capabilities as often cited in other studies. The model should be further tested, applied and refined as necessary. Organizations wishing to develop leaders could be guided by the model and findings of this research. A novel and innovative design model was developed from a literature review, tested against a leadership programme in a large well-known multi-national organization, and later refined based on the empirical results. It will be of value to HRD managers and researchers. Increasing investment in leadership development programmes has been accompanied by not only links between the improvement of leadership capacity and competitive advantage, but also changes in organizational structure (Wellins and Weaver 2003). With enhanced autonomy and empowerment, more employees are being given leadership responsibilities at an earlier stage in their careers (Carson and King 2005). Through a case study analysis of a leadership development programme called the Global Leadership Forum (GLF) at a financial organization, TopNews, we aim to establish the impact on subsequent behavioural changes of four contemporary learning elements. (Simmonds & Tsui, 2010). Through the global mindset, the global intellectual capital is developed hence able to solve the cognitive complexity globally. Also, through the psychological capita mindset for global leadership, there is the passion for diversity, self-assurance as well as interpersonal impact and diplomacy that is vital for global leadership.

Understanding the global leadership requires the political context and exercise of leadership with the experience of public value delivery. Through the explicit connection of the developed policies as well as principles of actions that are related to global leadership forms the explicit connection for the effective global leadership performance.

Leadership is about knowledge, skills, and abilities for transformation. It is also increasingly about worldviews or visions of life-beliefs, values, and principles. But worldviews are also ways of life, for beliefs direct us, values guide us, and principles motivate us to certain kinds of action and behavior. How, then, do worldviews have an impact on leadership for transformation? If worldviews are glasses or filters by which we view the world, mental models of the bigger picture, frameworks by which we make sense of the world, and narratives by which we orient our lives, then how do they influence human thoughts, ideas, and behaviors when it comes to transformative leadership? This was the subject matter of an International Leadership Association Conference panel discussion held in November 2009 in Prague, entitled Leadership for Transformation: The Impact of Worldviews. It is also the subject matter of this issue's symposium, in which we bring you the four papers and the response presented at the conference. Members of the panel were characterized by gender, disciplinary, religious, and global diversity. Nathan Harter, organizational leadership professor at Purdue University in the United States, begins the discussion with some preliminary remarks about worldviews. Ali Mohammed Mir, medical doctor and director of programs of P...