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There are critical factors to consider about global leaders in any organization. In creating such leaders, it is prudent to consider competition as the major challenge of globalization. For this reason, all challenges in global competitions should be framed as opportunities and work towards developing personal or organization’s energy and convert the energy into the achievement of top performance to achieve the set goals. In this hungry 40s sample report any global leader should have the traits discussed above. Global leaders should have business acumen, the ability to apply appropriate knowledge and skills in a profession to achieve the optimal results in an organization. In this case, such a leader can switch the perspectives across global or local functions and cross-functional opportunities or needs (Gehrke & Claes, 2014). Global leaders are considered to have cognitive skills that enable them to see things in different ways. In addition, they have self-knowledge and emotional resilience, and, thus, they maintain confidence and objectivity even under difficult circumstances. Jokinen (2005) states that self-awareness helps one to establish his/her strengths and weaknesses, drives and needs, sources of frustrations and problems and their reactions to such situations. Due to this, it is noted that such leaders develop “self-insight” which enables them to listen to others and have an assessment of the value of what they offer. Global leaders should equally develop proper relationship management that leads to building a collaborative relationship in a complex global environment. They should be open-minded to adopt new ways of doing things and motivate the rest to identify and implement new ideas and see the world in a new perspective in order to implement the strategies (Senge, 2006). Developing such relationships call for partnering with others, building connections and capabilities to achieve the goals of global activities (Gehrke & Claes, 2014). Moreover, one must have a motivation to work in the global environment. The motivation entails a personal drive, dedication, goal orientation and creating career objectives that determine the productivity of a career (Jokinen, 2005). Personal effectiveness, defined as an increasing ability to attain high levels of performance and maturity under strenuous conditions of working in a global organization, is essential. Global leaders often remain optimistic and consider that favorable opportunities overrule all the possible risks, though they understand such risks. They take initiatives with the “can do” attitude even under complex circumstances. Nevertheless, they are inquisitive and curious which leads to obtaining information for personal development by acquiring knowledge of cultural diversity, behavioral patterns and values across different cultures globally (Jokinen, 2005). Examples of Global Leaders in Organizations and Issues in Global Leadership There are many global leaders in organizations. Some perform roles that are not visible, but in a complex and multicultural global environment. Anyone who leads global change in the private, public, or non-profit organizations sector qualifies to be a global leader. The most common global leaders to think of are the business CEOs of multinational firms, people who run global non-profit organizations, leaders who command global coalition forces, and multinational political organization leaders (Gehrke & Claes, 2014). In history, we could mention global leaders across various disciplines, like Mahatma Gandhi, Alexander the Great and Mother Theresa. Global leaders face a number of issues, such as sustainability and balance of today’s sociological, ecological and economic requirements with that of future generations. Leaders consider such impacts of an organization and the value it creates in its operations. Moreover, there are ethical issues considered by global leaders. These ethical issues entail responding appropriately to ethical values across the world and other moral values and having effective communication across barriers (Hickman, 2010). Leaders also face the challenge of developing employees through mentorship programs and coaching and creating shared visions (Senge, 2006). Citizenship and diversity issues are also a challenge to global leaders. For instance, citizenship would include the global political co-responsibility of the organizations on issues of social justice, human rights or environmental protection (Hickman, 2010). Global leaders must also balance the interests of multiple and competing interests of stakeholders globally. Furthermore, there is an inevitable aspect of change that constantly tosses leaders. They often have to manage change and other external forces, mitigate its consequences and deal with the reactions of employees to change. From the discussion above, it is noted that globalization has proliferated into individuals and organizations. Consequently, it leads to the emergence of multinational companies in which global leaders are required for proper operations. There are many issues faced by global leaders. Nevertheless, most of them are manageable through effective leadership, availability of resources and diligence. Effective global leaders should develop their self-awareness, cognitive skills, personal drive and resilience, optimism and curiosity, even as they embrace networking and proper relationship management.