Paper Sample on Global Leadership: Essential for International Business

Introduction

Global leadership skills are essential when doing business internationally. It is vital to understand how business is done in different ways (outside of the world), and thus, it will enable you to take an internship or semester abroad. With a strong basis of your values and knowledge of others, an individual can conduct a company with integrity without being too territorial or bullying others (Thorn, 2012). Besides, an individual has to be frank, pragmatic, impatient, and an excellent negotiator while he/she has an air of charm or appearance, which makes him/her appealing to others. He/she also needs a deep understanding of finance and revenue, global strategy, international legal and accounting standards, and strong cross-cultural capacity to do business worldwide. Furthermore, networking is essential for international trade, and it promotes international connections if an individual is linked to one another (Thorn, 2012). Skills like cultural awareness, multilingualism, and a global perspective of management are valuable assets for any multinational management business.

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The Benefits and Challenges Involved in Managing Multicultural Teams

On the positive side, diverse cultural experiences can promote innovation and creativity. Different individuals tend to see the world from various perspectives. A variety of viewpoints will encourage new experiences to colleagues who want different views of the workplace and the world (Glinkowska, 2016). Moreover, when moving into new markets, a multicultural workforce will give the company a significant edge. The business will help expand by recognizing local rules, legislation and customs, and the competitive scenery. In addition, international business growth could dramatically improve local ties, native-specific skills, and cultural understanding.

Nevertheless, the integration of multicultural teams in the face of harm or derogatory cultural expectations can be complicated. Cultural negative stereotypes can significantly damage corporate moral standards and affect productivity. In addition, skilled contact between languages and cultures may be misinterpreted or difficult to understand.

Good Practice in Multicultural Teams to Address Cultural Differences

The first step to balance cultural differences is to conquer cultural and linguistic barriers. Language barriers are a common component in a culturally diverse environment. However, if every member of the team speaks a different language, the team can still find a shared language so that everyone can communicate easily. The team will then take into account various types of cultural communication that different societies cultivate their communication style, including patterns of speech and nonverbal communication (Glinkowska, 2016). Nonverbal connection covers anything beyond speech, face, and body. Therefore, it is essential to consider the different forms of communication between cultures and explore them as a team.

The Impact of Technology on Cross-Cultural Collaboration

Technology has enabled the appropriate conveyance of emotions across different cultures. Hence, it is crucial that a leader considers the various cultural aspects and not judgments based solely on emotional facts that explain these contrasting roles. Different channels, such as video conferencing, can help to reduce confusion in a culturally diverse workplace. The technology allows participants to gather visual perspectives that can be useful in discussions and explain some points where appropriate (Homan et al., 2020). Other tools, like voting features, may also allow people in large groups to hear their views and opinions.

Technology also has made it possible for people from various backgrounds to reconcile themselves in time. Conflict is normal in a culturally diverse workplace. Nonetheless, video conferencing technology has become handy in resolving disputes on time by enabling real-time face-to-face communication.

The Impact of The Cultural Dimensions of Two Countries on The Business Environment

The low power gap rating shows that the UK believes in mitigating citizen’s income inequalities. The opposite is, however, true in France. Moreover, France's masculinity is weak and thus has a very feminine society. As can be seen, by its high score, British culture has a male environment powered by competition, achievements, and achievement (Krick, n.d.).

Moreover, France demonstrates that planning is considered necessary for the avoidance of uncertainty. In terms of preventative ambiguity, however, Britain has a rather poor ranking since culture lacks many rules. Furthermore, France has a low indulgence rating, and it indicates a relatively small community. In comparison, Britain has a comparatively higher indulgence rating, meaning that people have a proper mindset and an optimistic tendency in society.

The Best Practices for Management Appropriate to The Cultural Dimensions of Targeted Countries

Suggestions: If a UK-based business wants to conduct a business transaction with a French-based firm, some specific issues have to be dealt with. Firstly, the UK-based firm must be vigilant as far as power distance is concerned. This means that the elderly must be handled with particular care in the business. Another important thing is to keep contact as formal as possible when doing business in France because the society takes a low level of indulgence and correspondence (Wu, 2006). Concerning communication, it should also be remembered that the emphasis must be on the team or organization, rather than concentrating on individuals. Intercultural contact between two companies in both countries can be effective if the above points are taken into account.

References

Glinkowska, B. (2016). Managing teams in multicultural organizations. Journal of intercultural management, 8(2), 55-70.

Homan, A. C., Gündemir, S., Buengeler, C., & van Kleef, G. A. (2020). Leading diversity: Towards a theory of functional leadership in diverse teams. Journal of Applied Psychology.

Krick, R. (n.d.). Further Steps in Analyzing the Dimensions of Hofstede’s Model of National Culture for Potential Relevance to Risk Analysis in Global Software Development. In Outshore. Retrieved August 21, 2014, from http://www.outshore.de/dokumente/icgse07/ICGSE07_Krick_Voss.pdf

Thorn, I. M. (2012). Leadership in international organizations: Global leadership competencies. The Psychologist-Manager Journal, 15(3), 158-163.

Wu, M. (2006). Hofstede’s Cultural Dimensions 30 Years Later: A Study of Taiwan and the United States*. In Western Illinois University. Retrieved August 21, 2014, from http://www.uri.edu/iaics/content/2006v15n1/04%20Ming-Yi%20Wu.pdf