Global Leadership and Cultural Intelligences †MyAssignmenthelp

Question: Discuss about the Global Leadership and Cultural Intelligences. Answer: Introduction: Motivation and leaders are the two elements of the companies or business that require different types of strategies to be used at different environment. This is because both these elements are very much affected by the culture where they are practiced. It is not possible to deal with the employees at every place with the similar motivational factors and leadership approaches (Cimoli, 2013). This is the report that deals with some of the important aspect of motivation and leadership at global level. There are different theories that have been discussed in support of motivation at global level. These theories are studied in order to understand the perspectives of the employees at different countries regarding motivation and the motivational factors that drive them to work efficiently (Pennington, Socher and Manning, 2014). Examples of different countries and the nature of the employees have been studied to understand the concept. Later part of the report talks about the leadership at d ifferent countries in terms of international business. Different leadership challenges have to be faced by the managers in order to lead the employees at different countries. The role of technology has also been discussed that supports the leaders to lead across the globe. Managers role is not only about managing the people in the company but also have to manage many other factors that affect the functioning of the human resources in the organizations. They have to develop the understanding of different individualistic and team behaviour in order to make the strategy for them to work. This is because the behaviour of the employees at the workplace and their cultural and social beliefs are the main factors that affect the work functioning of the people (Alivernini and Lucidi, 2011). There are two major roles that the managers have to conduct at the organization that are leading the people and motivating the people irrespective of their cultural background and beliefs. Managing diversity is the major challenge that has been faced by the managers in the organizations with workforce diversity. Motivation in the international context: Motivation can be defined as the concept that deals with inspiring the individuals to do something. In organizational context, motivations are the factors or the drivers that increase the efficiency of the employees to perform (Galleguillos and Belongie, 2010). The drivers can be different for different individuals according to their needs and wants. When the motivation is studied with international and cross cultural contexts, it has been analysed that the process that is followed to motivate the employees is same but the factors or the motivational drivers are based on the culture of the people. Hofstede has made a research in relation to work values and the motivation factors. He has considered four dimensions that affect the motivation and the work values of the people at different countries. The first dimension is the power distance. It is the dimension that deals with hierarchy of the organization and the acceptance of extent of unequal distribution of power amongst the employees (Lewis, 2010). The employees who accept high power distances works in the organizations with strict hierarchy while the people who accepts low power distance and believes in power equalization work in organizations having flat organisational structures. The second dimension is uncertainty avoidance. This is the dimension that deals with the acceptance of uncertainty in the organization. The employees who accepts the uncertainty believes that they have to follow the made rules and also they have to stay with the organization for long time even in the case of uncertainties. The countries with high uncertainties avoiding behaviour have more punctual attitude towards their work such as Japan (Deresky, 2017). The next dimension is individualism. It is the dimension that suggests that the communities or the people who follow individualism believe in their one success rather than the success of the whole team. The individuals in this case take care of their own and immediate family. On the other hand, collectivism deals with making social framework and dealing with the team to be successful. Thinking about others success as well along with own is the feature of collectivism. Australians are the people who believe in the concept of individualism and thus they get motivated when the individual success factors are introduced in the company. The last dimension that has been discussed by Hofstede was the concept of masculinity and femininity. The organizations or the people with masculine nature believe in achievements, heroism and material success while people who believe in feminini ty prefer to maintain better relationships in the society (Ting-Toomey, 2012). Maslow hierarchy theory: It is theory that has been given by Maslow. This theory deals with motivational factors at the different stages of life and employment. As per the context of international management, this theory has been used to understand the perception of motivation among the employees of all over the world. Maslow suggested that every employee has five needs irrespective of their culture. Physiological needs: these are the most basic needs that are required by the employees. These are the needs related to food, clothing, shelter and water which can be fulfilled by the wages or the salaries the employees get. Safety needs: these are the desires that are related to safety, security and stability. Organizational job security programs and better work environment can satisfy these needs of the employees (Steers, Sanchez-Runde and Nardon, 2010). Social needs: social needs of the employees are related to the feeling of belongingness among them. This can fulfilled only when they interact with other people at the workplaces and they have healthy relations with each other. The organizations need to implement such informal programs so that the relationship can be developed among the employees. Esteem needs: It has been analysed that the employee feel motivated an energetic to work only when they get power and recognition for what they are doing. These esteem needs can be fulfilled by the reward programs of the company (Rosinski, 2010). Self-actualization: It is the stage where an individual has achieved everything and there is no scope left of any further needs. This is not about reaching at the top position at the organization but it is about mastering in their own settings. After conducting the study, it has been analysed that in international contexts, the need for hierarchy is mot similar for all the people at all the countries. All these needs are similar but the hierarchy or the level of needs have differences. The needs or the level that has been discussed above are served to be related to western countries while the countries like China have social needs as the basic requirement before physiological needs. Thus, it has been suggested that before doing business to any country it is required to understand their level of hierarchical needs (Deresky, 2017). Herzberg theory of motivation: This theory of motivation is given by Herzberg. This theory suggests that there are two sets of factors that affect the motivation of the employees and their work efficiency. The factors that make the employees feel good are called motivators and the factors whose absence makes them feel bad are called hygiene factors. Some of the factors that are related to hygiene factors are salary, technical supervisions, company policies, working condition etc. while the motivators are achievement, recognition, work, responsibility etc (Chen, Kirkman, Kim, Farh and Tangirala, 2010). the two factors theory suggests that both the sets of factors are related to the employee satisfaction at the workplace. According to this theory, if the hygiene factors are not present at the workplace then the employees will be dissatisfied at the workplace. On the other hand if the hygiene factors are present at the workplace, the also it is not sure that the employees are satisfied but they will not be dissatisfi ed for sure. Only when the motivators are present, the employees feel satisfied (Harzing and Pinnington, 2010). Collectively, it has been analysed that presence of motivators motivates the employees and provide them satisfaction while presence of hygiene factors remove the feeling of dissatisfaction. In international contexts, the employees at different countries have different set of factors that falls under the category of motivators and hygiene factors (Kusurkar, Croiset, Mann, Custers and Ten Cate, 2012). It has been identified that it is not always the act that different countries have different set of factors that motivates the employees. Understanding the above theories suggests that the basic concept of motivation remains the same but it is analysed that the factors that motivate the employees in different countries depends upon their cultural beliefs. How to motivate the employees: There are different factors that motivate the employees. Managers when enter the new market after analysing the international organizations and the context of international countries, it has been analysed that rewards are the basic element that motivates the employees. When the managers have to deal with the people at international contexts, it is required by the mangers to consult the local people of the place so as to identify the factors that motivate the employees at the local place (?nar, Bekta? and Aslan, 2011). It has been analysed that consulting the local people helps in knowing about the local culture of the place which differ from country to country. In case if the management of the company wants to win the organization then it is required to manage the employees by efficient leadership. Leadership can be defined as the ability of the individuals to manage and lead the people at the workplace it has been analysed that leadership is affected by the culture very much. Different countries have different types of leadership styles followed by the leaders. Even in the same country, the leaders follow different leadership styles. The leaders who have to deal with employees at the global level, it is required by them to adapt the environment of the local country where they are leading. In terms of global contexts, it has been questioned that how the leaders can involve in the global market place. Leadership at the internal context or ta the global level deals with global complexity and global connectivity (Voegtlin, Patzer and Scherer, 2012). Global complexity deals with the task context. It has been analysed that the global leaders nee d to deal with variety of context due to motivational and cultural diversity at the workplaces. On the other hand, when the global connectivity has been analysed, it has been suggested that the global leaders have to deals with different cultural and distant boundaries (Nahavandi, 2016). There are different approaches that have been used by the leader at different countries in the global context: Participative leadership: it is the type of leaders where the leaders try to involve the opinion of the employees as well in order to make any type of decisions. It is the approach that is task as well as employee oriented (Caligiuri and Tarique, 2012). Authoritarian approach: it is the approach in which the leaders are extremely work centred or task centre and believe in taking all the decision as per the task and not consider the values and views of the people at all. Paternalistic approach: It is the best balance between the work and the employee. The behaviour of the leaders with this approach is work centred but they give equal importance to the employees as well (Panetta, 2012). When different countries are studied regarding the leadership style it has been analysed that Europe leaders or the managers tends to use the participative approach of leadership. They believe in involving the opinions of the employees at the time of making decision for them. Age and company size affect the leadership style and it has been analysed that the people with more experience and age are likely to be the leaders and get the respect from the subordinates (Blanchard, 2010). If japan is considered, it has been analysed that the leaders tend to use the paternalistic approach. Here the democracy is not given to the employees buy they are being told by the leaders that why they have to do (Lobel, 1990). Leaders are always there for the employees to help them. Japanese are more concerned about the safety needs and thus paternalistic approach of leadership provides the same to them. Four Ts of global leaders: These four Ts provide the knowledge about how to deal with the employees at the global level: Travel: Travel to different countries supports the leaders to be versatile in nature. This travelling provides the leaders with different insights of different places (Cohen, 2010). Team work: Team work is the approach that needs to be learned by the leaders of global level. This is because they have to deal with different people having different cultural background and these people have to work together as a team. Training: Training is the most basic element of global leadership. This is because the leaders always have to learn something new so that they can gain more and more knowledge that will help them to lead the people at different countries. Transfers: transfers of leaders at different places provide them various knowledge and work experience in terms of international organizations (Mendenhall, 2012). Technology has entered every field of the business these days. This has developed the level of business to support the activities of globalization. Most of the companies these days are working in different countries so as to enhance their business and thus have to deal with different people with different cultural background and beliefs. Technology has a great role to play in terms of leader at the global contexts. The leaders can make use of different technological frameworks and facilities such as internet medium and online web conferencing etc. to lead the employees at different countries. This facilitates the leaders to overcome the obstruction of distance (Morrison, 2000). Conclusion: It has been concluded from the report that motivation and leadership are very much interlinked with the culture of the place. The mangers of the organization have to play a significant and a very challenging role in order to mage the employees at the global level and motivate them. This is because motivating the employees with different culture and place require the management to implement different motivation factors so as to deal with them effectively (Alon and Higgins, 2005). Motivation can be defined as the concept that deals with inspiring the individuals to do something. In organizational context, motivations are the factors or the drivers that increase the efficiency of the employees to perform. The drivers can be different for different individuals according to their needs and wants. When the motivation is studied with international and cross cultural contexts, it has been analysed that the process that is followed to motivate the employees is same but the factors or the moti vational drivers are based on the culture of the people. There are different theories that are related to motivation at the international contexts such as Hofstede theory, Maslow hierarchical theory and toe factor theory of Herzberg. 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