International Leadership Portfolio

Irene S.

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International Leadership Portfolio

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Themes

University of Washington, skills, leader, candidate, international, corporate culture, autonomy, soft skills, hard skills, cultural values, servant leader, hiera, japanese tendency, cultural dimensions theory, japan

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Abstract

International leadership is one of the most important aspects when it comes to leadership in organizations. International leadership involves navigating a landscape in which individuals from different cultural backgrounds and nationalities work together towards a common goal within an organization. International leadership involves understanding the diverging needs of individuals within a setting and making sure to meet the threshold of maintaining organizational standards and goals. It calls for leaders who can navigate cultural differences and cross-cultural connections.

Introduction
Differences leaders need to consider when leading in the UK and Japan
1. Communication
2. Decision-making Processes
3. Hierarchy
4. Individualism and Teamwork
Suitability of candidate from Japan as a servant leader
1. Empathy, Humility, and Collaboration
2. Individualism and Hierarchy
3. Cultural Diversity and Awareness
Suitability of Candidate from Japan as a Transformational Leader
1. Collectivism
2. Visionary
3. Growth and Development
4. Emotional Intelligence
Importance of Cultural Dimension Theory and its Link to Success in Leadership in an International Setting
Conclusion

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[...] and Mejheirkouni, A Leadership development trends and challenges in the twenty-first century: rethinking the priorities. Journal of Management Development, 39(1), pp.97-124. https://www.emerald.com/insight/content/doi/10.1108/JMD-04-2019-0114/full/html Raelin, J.A The Leaderful Contribution to Intercultural Collaboration: An Overview. Journal of Intercultural Communication, 25(1), pp.1-12. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4195778 Rath, C.R., Grosskopf, S. and Barmeyer, C Leadership in the VUCA world systematic literature review and its link to intercultural competencies. European Journal of Cross-Cultural Competence and Management, 5(3), pp.195-219. https://www.inderscienceonline.com/doi/abs/10.1504/EJCCM.2021.116890 Rattrie, L.T., Kittler, M.G. and Paul, K.I Culture, burnout, and engagement: A meta-analysis on national cultural values as moderators in JD-R theory. Applied Psychology, 69(1), pp.176-220. https://iaap-journals.onlinelibrary.wiley.com/doi/abs/10.1111/apps.12209 Sagiv, L. [...]

[...] Leaders who recognise culturally based styles of communication, such as the direct vs. indirect way of conveying messages, can help avoid misunderstandings and build stronger relationships. With the help of concise and effective communication, messages can be delivered clearly, confidence can be built up, and productive relations with diverse teams and stakeholders can be established (Sue et al n.p). The other aspect is that appreciating the cultural nuances helps create a friendly atmosphere in the organisation. Cultural differences, in many cases, constitute the reason for disagreement or confusion in international groups. Skilled leaders who understand the cultural dimension theory can resolve conflicts by noticing cultural triggers, encouraging open dialogue, and also producing cross cultural understanding. Besides, accepting cultural diversity stimulates teamwork, creativity, and innovation, as different views enrich the process of developing comprehensive solutions to problems and making choices (Rattrie et al p. [...]

[...] https://search.proquest.com/openview/2c74b98abf5bfe7106d9f128a1cd55f6/1?pq-origsite=gscholar&cbl=1046413 Barmeyer, C., Bausch, M. and Mayrhofer, U., 2021. Constructive intercultural management: Integrating cultural differences successfully. Edward Elgar Publishing. https://books.google.com/books?hl=en&lr=&id=dGIzEAAAQBAJ&oi=fnd&pg=PR1&dq=intercultural+leadership+and+management&ots=Hh57GlIPsO&sig=wiBx7kICHH3LeUis5lUZab037ak Greimel, N.S., Kanbach, D.K. and Chelaru, M Virtual teams and transformational leadership: An integrative literature review and avenues for further research. Journal of Innovation & Knowledge, 8(2), p.100351. https://www.sciencedirect.com/science/article/pii/S2444569X23000471 Hambali, M. and Idris, I Transformational leadership, organisational culture, quality assurance, and organisational performance: Case study in Islamic higher education institutions (IHEIS). Jurnal Aplikasi Manajemen, 18(3), pp.572-587. http://repository.uin-malang.ac.id/6671/ Liu, L., Tai, H.W., Cheng, K.T., Wei, C.C., Lee, C.Y. [...]

[...] and Schwartz, S.H Personal values across cultures. Annual review of psychology, 73, pp.517-546. https://www.annualreviews.org/doi/abs/10.1146/annurev-psych-020821-125100 Saputra, F Leadership, communication, and work motivation determine the success of professional organisations. Journal of Law, Politic and Humanities, 1(2), pp.59-70. https://dinastires.org/JLPH/article/view/54 Siangchokyoo, N., Klinger, R.L. and Campion, E.D Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. The Leadership Quarterly, 31(1), p.101341. https://www.sciencedirect.com/science/article/pii/S1048984318308464 Sue, D.W., Sue, D., Neville, H.A. and Smith, L., 2022. Counselling the culturally diverse: Theory and practice. John Wiley & Sons. [...]

[...] For example, a Japanese leader who can weave their vision about innovations and sustainability, as well as the cultural values of excellence and long-term planning into the core of his leadership approach, would motivate other employees to embrace change and spearhead it into growth. 4.3. Growth and Development Transformational Leaders enable and grow their teams by providing paths for improved growth, mentorship, and skills development. In Japan, with its long-term and strong relationships, a Transformational Leader can ensure employees' well-being and professional development by investing in them, which in turn increases employees' loyalty and commitment (Hambali and Idris p. 573). For example, if a Japanese supervisor introduced mentoring programs and promoted lifelong learning, this leader could create highly motivated employees. 4.4. [...]

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