LEAD FPX 5210 Assessment 4 Global Leadership Development Plan

Student Name

Capella University

LEAD-FPX5210 Leading Global and Diverse Cultures

Prof. Name

Date

Effectiveness as a Global Leader

To be effective as a global leader, several behavior shifts are necessary. The first involves getting to know each team member by understanding cultural differences, how these affect decision-making processes, and identifying ways to leverage this knowledge. By familiarizing themselves with team members, leaders gain insights into how their team thinks, responds to stress, builds trust, and communicates (Su, 2019).

Another necessary behavior shift for effective global leaders is the ability to see, learn, and understand cultural differences. Leaders must recognize that miscommunication can lead to misconceptions, which may negatively impact team dynamics. Global leaders are responsible for ensuring clear communication and bridging any gaps to build trust and eliminate animosity (Kolzow, 2014).

The final behavioral shift for global leaders is identifying advantages from different cultures that can benefit the organization. For instance, during the initial phase of the pandemic, as the government rolled out plans for PPP loans for small businesses, Bank of America global leaders needed a rapid solution. They assigned the task to a team in the U.S. and India, working simultaneously. Within a week, they created an efficient online form portal for small business loan applications. By leveraging these behaviors, leaders can effectively support customers in critical times (Hamm, 2015).

Two Goals

As a global leader, continuously seeking self-improvement is crucial. Two goals to become a better global leader are increasing self-awareness and exploring cultural differences. Leaders must be aware of their strengths and weaknesses, as their behavior impacts those around them. Exploring cultural differences opens up new ideas and ways of thinking.

The Plan

Reflecting on the first goal, self-awareness involves understanding personal strengths and weaknesses, interpersonal style, and behavior, and recognizing where changes are needed. Leaders should immerse themselves in new cultures to assess their comfort levels. If they feel uneasy, they should document their interactions and feelings of culture shock and evaluate how to prevent such feelings in the future.

For the second goal, exploring new cultures helps leaders improve. This involves setting aside time to learn about each team member’s background and upbringing, and finding ways to immerse themselves in new cultures. Traveling to unfamiliar countries and observing local customs can provide valuable insights that enhance relationships with teammates.

SMART

To monitor progress on these goals, the SMART technique can be employed, as the goals are specific, measurable, attainable, realistic, and time-bound. SMART leadership involves setting goals, influencing people, building effective teams, motivating people, and aligning efforts with organizational goals (Rao, 2013). Each goal’s success can be measured by the ease of building relationships with teammates and observing participation levels between leaders and new team members. Time-bound assessments will indicate the lasting impact of the changes and goals.

References

Hamm, J. (2015, July 14). The five Messages leaders must manage. Retrieved February 03, 2021, from https://hbr.org/2006/05/the-five-messages-leaders-must-manage

Kolzow, D. R. (2014). LEADING FROM WITHIN: Building Organizational Leadership Capacity. Retrieved February 03, 2021, from https://www.iedconline.org/clientuploads/Downloads/edrp/Leading_from_Within.pdf

Rao, M. S. (2013). Smart leadership blends hard and soft skills. Human Resource Management International Digest, 21(4), 38-40. Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fsearch.proquest.com%2Fdocview%2F1365844173%3Faccountid%3D27965

LEAD FPX 5210 Assessment 4 Global Leadership Development Plan

Su, A. J. (2020, January 06). Do you really trust your team? (and do they trust you?). Retrieved February 03, 2021, from https://hbr.org/2019/12/do-you-really-trust-your-team-and-do-they-trust-you