Interpersonal Relationship and Global Leadership Mindset

Interpersonal Relationship and Global Leadership Mindset

Kabiru Ishola Genty (Lagos State University, Nigeria)
DOI: 10.4018/978-1-5225-6286-3.ch009
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Abstract

Leadership in this 21st century need to shift their tents to cover major areas of technological revolution, especially interpersonal relationships among the global leaders due to globalization challenges. For this purpose, the chapter attempts to interrogate the concept of interpersonal relationship and its correlation with global leadership mindset. A literature review was conducted to establish the link between global leadership mindset on the interpersonal relationship, particularly cultural differences. Discourse content analysis was carried out to explain the collected information. It was established that job-related interactions and social interactions within the work enhance cordial relationships among peers, subordinates, and superiors. However, today's global leaders have been shying away from this responsibility. The chapter concludes that strategic partnership is required by the global leaders in the area of relational competencies such as social interaction, supportive networking, and avoidance of racial discrimination in order to achieve global performance.
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Background

The concept of leadership have been comprehensively defined in literature to means the process of influencing the thinking, attitudes and behaviours of others by the led towards the attainment of common goals in politics, business, and organisation. In a study conducted by Genty (2014) among Nigeria trade unions, leadership was described as the art of directing and controlling the activities of a group who are willing and able to be led by one person. The study argued that all styles of leadership are suitable for the activities of trade unions in the context of Nigeria but emphasized on the situation at hand as a determinant of a particular leadership style to adopt.

Though, behaviour theories of leaders have been considered inadequate to fully explain effective leadership especially among global leaders but situations that match certain styles of leadership might change their mindset, which could be considered as a rationale determinant. Fielder in his earlier research on leadership has argued that contingency is a better determinant of a good leadership styles. Therefore, global leaders can also pick a clue from Fielder’s position in order to achieve predetermine organisational goals through global mindset or reorientation. This can be done by assessing three situational variables namely leader-member relations, task structure and position power (Silong, 2009). However, of these variables leader-member relations is apparently evidence as a parameter to measure effective leadership because it enhances interpersonal relationships and change the mindset of leaders.

Global mindset refers to the new skills and attributes that leaders use to meet the challenges of globalisation such as diversity, changes in technologies as well as changes in business framework problems. The concept of global mindset was forecast by Perlmutter to outline the orientations of managers in multinational firms. Perlmutter (1969) gave a typology of global leader’s orientations to include ethnocentric, polycentric and geocentric but argued that future managers need to be geocentric oriented. This is because; regardless of nationality “the best men” are required to solve the company’s problems anywhere in the world. Hence, many authors have posited that the orientation of managers has become a critical issue facing the multinational corporations.

Key Terms in this Chapter

Expatriates: People that work outside the shore of their national boundaries.

Leadership: A process or situation of influencing others to do what the leader wants.

Multinationals: The combination of many nations working in the same companies or organizations.

Cultural Difference: This is variation in ways of life of people that live or work together as a group.

Social Interactions: This is a group relationship towards the attainment of a specific goal.

Global Mindset: Psychological traits and multicultural orientations that make global leaders influence their followers.

Interpersonal Relationship: Ability to socialize, network, and appreciate other people cultural differences.

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