Leadership Responsibility to Prepare the Self †Free Samples

Question: Explain your rationale for the necessity to accept responsibility to prepare the self, using the insights from the existing developmental pathways available to you for enhancing your global leadership skills. Answer: Introduction Leadership development is essential in todays business world to lead an organization towards success through various challenges (Nemerowicz Rossi, 2014). Leadership development activities help to perform effectively within a competitive, complex, and diverse workplace (Harvard Business Review, 2007). However, it is also significant for the professionals to understand leadership responsibility to prepare the self (McKinsey Company, 2012). Rationale for accepting and acting on the responsibility One of the aspects of the rationale is that an individual will be efficient and effective to lead an organization towards success related to the achievements of strategic goals and initiatives if the individual is already prepared for the leadership roles and responsibilities (Harvard Business Review, 2008). Another key constituent of the rationale for preparing the self in respect to enhancing global leadership skills is that an individual with greater leadership abilities and capabilities can influence other individuals/subordinates more effectively (Caligiuri Tarique, 2012). This the thing that all companies must look at in order to make certain changes. Developmental Architectures and Paths The existing leadership developmental architectures and pathways for enhancing global leadership skills are essential for any ineffective leaders to gain knowledge and wisdom regarding the effective ways to influence other for pursuing organizational goals more effectively (Lawrence, 2015). Such development paths are also useful for the leaders to help to transform their subordinates more effective and efficient (Nemerowicz Rossi, 2014). Global Leadership Program (Deep Self-Awareness and Growth) Current Global Leadership Development Program Ford ("Leadership Development - Sustainability Report 2013/14 - Ford Motor Company", 2016) Self-awareness and growth are two key aspects or qualities of a successful leader. The leaders should have the ability to recognize their potentials and capabilities, compared to others (Ford et al. 2012). The leaders should also have the knowledge about their limitations. Successful leaders always have the ability to utilize minimum resources for generating a maximum outcome. Self-awareness helps to understate self-needs, desires, failings, habits, and various other factors (Daft, 2014). In the new era context, adapting to changes is one of the essential leadership qualities. Therefore, the leaders with greater self-awareness have the better adaptability to change (Dubrin, 2015). Growth is essential for any individual professional. Growth is necessary to justify, whether n individual is going towards the right direction. Personal growth often leads to leadership growth. Leadership growth depends on various factors such as the ability to engage with others, ability to achieve desired results, ability to develop coalitions, system transformation and self-lead (Hackman Johnson, 2013). The current global leadership development program involves self-insight, developing others, team effectiveness, building relationships, operating in a global environment and creating a leadership environment (Ford, 2016). Employee development is the key purpose of the leadership development program of Ford Motor Company. The key objectives include creating a workforce that involves skilled and motivated employees. The company is largely investing for the employees for enhancing their leadership skills, to contribute towards both organization goals and employee career goals. The competency framework of Ford concentrates developing a culture of continuous improvement, where the employees are paying a significant towards their self-development and organizational success. Therefore, the global leadership program at Ford is effective, regarding fostering deep self-awareness and growth (Ford et al. 2012). Global Leadership Program (Cultural Intelligence and Nonlinear System Thinking) Most of the organizations throughout the world have concentrated expanding their business globally (Ciulla, 2014). Cultural intelligence helps global expansions in various ways. The business environment in todays world has become highly complex, dynamic, and competitive. Cultural Intelligence (CQ) is the ability to perform effectively within different cultural contexts (Lawrence, 2015). Cultural intelligence can easily be enhanced by developing self-awareness, adapting to change and by effective communication. The global leadership program of Ford encourages their employees to concentrate on all these aspects (Gardner, 2008). Effective interactions influence leadership. Tt is essential for the leaders to concentrate on interaction dynamics or possibly nonlinear system thinking, which enables the leaders to solve any problem or issues with new ideas and innovations, to perform within the complexity contexts (McKinsey Company, 2012). The leadership program of Ford encourages promoting creativity and innovation among their employees. Competitive, Complex, and Diverse Workplace Gardner's five minds in prospective leaders include the disciplined mind, the synthesizing mind, the creating mind, the respectful mind and the ethical mind, which are essential for leaders to perform within a competitive, complex, and diverse workplace. The leadership program clearly concentrated to deliver world-class learning and development excellence. The program also supports developing a wider range of skills (Gardner, 2008). In the recent era, information is everything, and the leaders should have broader information to make effective decisions. The programs also encourage creativity and innovation, which support the creating mind. The program is also effective, as it also suggests maintaining effective co-ordination with the subordinates (Gardner, 2008). The program also concentrates on ethics, which is one of the key aspects in todays business world, where many organizations have been facing various ethical issues that hampered their business and reputation (Ciulla, 2014). Enhancing the Growth of Others The key aim of the leadership program is to create a culture of continuous improvement. The leaders will not only be able to enhance their effectiveness, but also to enhance the growth of other positively, as the ultimate objective is to achieve success for the organization (Dubrin, 2015). The leadership program offers various learning and development resources, which are useful for aligning the key competencies with the organization for supporting the functional area (Ford et al. 2012). Such resources provided by the program will help to foster functional and technical excellence. The leaders will also be encouraged towards teamwork and organizational values. Teamwork, shared values, effective communication, and collaboration, are the key aspects for the leaders in the current era to enhance the growth of others (Ciulla, 2014). Conclusion The current study concludes that the global leadership development program of Ford is effective for fostering the cultural intelligence, nonlinear system thinking, deep self-awareness, and growth. The leadership development program is also useful for enhancing the growth of others. Reference List Gardner, H., (2008). Five Minds fort he Future. Nemerowicz, G. Rossi, E. eds., (2014).Education for leadership social responsibility. Routledge. Harvard Business Review. (2007). Maximizing Your Return on People. [online] Available at: https://hbr.org/2007/03/maximizing-your-return-on-people [Accessed 16 Mar. 2016]. Harvard Business Review. (2008). Where Will We Find Tomorrows Leaders?. [online] Available at: https://hbr.org/2008/01/where-will-we-find-tomorrows-leaders [Accessed 16 Mar. 2016]. McKinsey Company. (2012). Developing global leaders. [online] Available at: https://www.mckinsey.com/global-themes/leadership/developing-global-leaders [Accessed 16 Mar. 2016]. Caligiuri, P. Tarique, I., (2012). Dynamic cross-cultural competencies global leadership effectiveness.Journal of World Business,47(4), pp.612-622. Lawrence, T., (2015). Global leadership communication: A strategic proposal. Leadership Development - Sustainability Report 2013/14 - Ford Motor Company. (2016). Corporate.ford.com. Retrieved 17 March 2016, from https://corporate.ford.com/microsites/sustainability-report-2013-14/people-workplace-employees-leadership.html Ford, J., Cunliffe, A. L., Raelin, J. A., Crevani, L., Lindgren, M., Packendorff, J., Harding, N. (2012). Critical approaches to leadership learning and development. In2012 Academy of Management meeting. Ford, J. (2016). GENDERED RELATIONSHIPS AND THE PROBLEM OF DIVERSITY IN LEADERSHIP-AS-PRACTICE.Leadership-as-Practice: Theory and Application, 223. Daft, R. (2014).The leadership experience. Cengage Learning. Dubrin, A. (2015).Leadership: Research findings, practice, and skills. Nelson Education. Ciulla, J. B. (Ed.). (2014).Ethics, the heart of leadership. ABC-CLIO. Hackman, M. Z., Johnson, C. E. (2013).Leadership: A communication perspective. Waveland Press.