Discuss about the Team Project (Transformational leadership) for Global Leadership.
The report is prepared aiming the contemporary issue and case of failure in Yahoo due to poor leadership decisions of Marissa Mayer. A few articles propose that Mayer’s choice over consummation the practices from remote work at Yahoo is of no sense by any stretch of the imagination (Hartung). The case circumstance shows the wrongly treated side effects of group administration. The report suitably discusses the brief about the case study showing the failure of Marissa Mayer in Yahoo administration.
The case study identified some leadership mistakes and among them, some particular issues are accounted in the identification section. The section studies how other business can mitigate those issues later on. Furthermore, the report includes the dimensions of global leadership in context of Yahoo incident and failure of such case study (James). The aspects of global leadership are supported with learning model with three levels with leading personnel. Team management is to be managed within these levels with identifying the problems of globalization. The issues might be leader-centric and dominated within the study (Myatt). The recommendations are included within later section along with mitigating decision-making issues in context of leadership.
The case study is considered as the failure of Yahoo due to poor leadership decisions of Marissa Mayer. In this situation, the main aspect is pointed clearly that she made a rookie mistake in leadership context (Aktas and Hanges). Every struggling enterprise in business, the CEO faces new challenges to make certain decisions. However, in this case, there is no yielding over easy dealing situations; Marissa Mayer bears no indication of becoming crucial leader in critical scenarios of Yahoo (Carter). She has acquired better tenure about leadership from Google, gained better knowledge and most contemporary issue is that Yahoo’s board has no idea about the pandemonium.
Again, the recent articles suggest that Mayer’s decision over ending the practices from remote work at Yahoo is of no sense at all (Li and Begley). Therefore, the rationalization and justifications are worthless. The justifications were not supposed to make the bad scenario of such decisions into a good one, even the situation goes beyond the circumstances of such decision. The real leadership technicalities lacked in positive aspects and implications of global management (Anderson and Sun). The case situation is prior to wrongly treated symptoms of team management.
Moreover, the remote working should not be ceased; rather the participation, involvement, and engagement in work should be encouraged from her side. The bold move of removing remote work culture is always ineffective if the bold move is not relevant to healthy leadership practices (Flemes and ed). The debate is over flexibility of working remotely or considered as the center of agenda in this classic case of ill-treated leadership. The problem is that the decision is cavalier, and flawed. Therefore, Marissa Mayer should consider the workforce and its capability over Yahoo; otherwise, the workforce should be encouraged with engendering trust and confidence (Witt and Stahl). The main blunder lies in making radical changes; she should consider the personnel belief and trustworthiness to portray genuine impact over productivity (Hartung). Her sense of urgency is admirable though the lack of finesse is underwhelming.
The change in work culture is suitable for any organization, however; drastic change is not solely supported from any struggling organization (Gaddis and Foster). She should consider revision of work process, try to integrate training, include improvement in workforce performance; sudden prevention of remote work is not acceptable. James opined that she should consider suitable terms and regulations, to deal with situation with time and effort. One should not pollute the work process without improving the culture; Marissa Mayer made the wrong choice in this particular part.
CEO as Bill Gates, Richard Branson, and others made their choice to include remote workers as additional contributors in their individual organization; therefore, the question arises, why Yahoo does not allow them (Myatt). Again, Best Buy incorporated remote workers within the organizational aspects, and they declared their flexible work culture. The flexibility should consider with greater quality check of work and rescheduling of work process to minimize delay. This should be accounted in Yahoo to maintain remote and current work culture within global managerial perspective. Marissa Mayer made the contemporary issue and still she can reduce the problem with cost cutting in near future (Mueller and Terlutter). She should understand the primary need for Yahoo, rather making work culture limited to global team management. The identified issues are following:
Encouraging legitimate status in work, she tried to build her own brand image in this part. She should have raised public visibility after Yahoo is fixed, but she tried to overpower herself within work in progress (Anderson and Sun). One must consider every aspect with more importance rather she does.
Removing remote workers is another faulty decision in this aspect; she decided the policy to compel remote workers to come in Yahoo (Gaddis and Foster). On the flipside, many organizations carried out their work process with successful remote workers. Therefore, Yahoo should consider the remote workers with same preference and priority.
In terms of cultivating specific and suitable leadership practice, some analysts have claimed that human resources and other personnel are considered to conduct a study that identified critical success factors (Akhtar). The global leadership dimensions and success factors are identified as following:
Better performance in personnel: The people are evaluated with well view and enlarged perception, however, the better leadership dimension suggests the authenticity with building trust (Carter). The strategic working connection in between people is needed to engage, motivate and inspire certain groups within several cultures.
Mastering mobilization: The mobilization in resources is increased with flexibility in an organized way. The mobilization exhibits leadership in influencing the resources globally.
Visionary to people capability: The leadership thinks out-of-the-box and considers the effective ambiguity managing with leadership flair, to advise strategies in making suitable outcomes in to higher level (Quintana and Cabrera).
Contextual framework of leadership: Global leadership displays adaptability and exhibits cultural sensitive cases among ability to behavior modification for different situations. The situations may circulate around locality and audience selections.
Intellectuality in leadership: Leadership aspects consider conceptual and strategic decisions to deal both complexity and ambiguity (Witt and Stahl). The intellectualism considers the strategic and tactical decisions with reducing problems from other decision-making.
Global leadership is identified as managing integrated enterprise across several boundaries of stakeholders and their gaps in team management, the boundaries may be cultural, legal, regulatory, and economic systems (Ramsey). The leadership offers operation in multiple circumstances trying to achieve a common and recognized objective. In brief, global leadership is most significant with dimensions of activity irrelevant to businesses of single market operation (Aktas and Hanges). The global leadership attributes might become accessible to be necessary for team management.
Increased globalization in leadership is not a new phenomenon, expansion of business and increasing of complexity exhibits such practices. Moreover, several companies took this situation as competition to consider the global leadership in practices (Anderson and Sun). Following pyramid is considered as learning model of global leadership. The model is segmented within three levels as project, theory limitations, western theory premises, cultural limitations, and issues.
Figure 1: Learning Model of Global Leadership
Source: (Phaneuf)
Globalization issues:
The globalization issues are identified as extent of globalization, national entrenchment, social rules, adaptation, and sensitivity in leadership. The issues are discussed as:
Globalization can be within specific issues for economic, political and with most likely to face lacking in alternatives(Carter)
National entrenchment is found in unexpected outcomes of global leadership
Social rules are adapted to be external within cosmetic world limiting the cultural layers
Cultural adaptation is another potential issue in terming the comfortableness of social conflicts, the social subsystems in organization can be major concern due to lack of interaction(Aktas and Hanges)
Sensitivity is in consideration of effective leadership beyond cultural barriers of stakeholders.
Cultural influences:
The cultural influences may be defined with following models as Wren-Swatez Model, Hofstede’s Value Dimensions, and GLOBE Study Value Dimensions. The Wren-Swatez Model shows the relationship in between the leaders and followers (Mabey and Nicholds). The micro factors are considered as organizational goals, culture specific tasks and particular objectives. Again, in Hofstede’s Value Dimensions, the personnel’s cultural home is considered as a window to look through leadership in global aspect (Witt and Stahl). There are certain factors to be considered for determining the cultural gaps in gender discrimination, power distance, individualism, and orientations. The GLOBE Study Value Dimensions have major impact on implicit theories of global leadership (Ramsey). This particular value dimension relates the concept within several countries in meeting all factors above-mentioned.
Western theory premises:
The western theories consider the key factors as leader-centric, male-dominated, universal traits, task relationship balancing, quantifiable performance of employees, and individualism (Quintana and Cabrera). The theories applied for this individualism and quantifiable performance of stakeholders. The primary traits are considered as intelligence, self-confidence, determination, and integrity. Major consideration should be on cultural and sociability factors in team management (Li and Begley). The task relationship balancing is based on follower behavior and positive leadership impact over workforce.
Cultural constraints in western theories:
The cultural barriers are quite similar to the premises’ impact over the global leadership (Akhtar). The major differences in between these are in individualism of employees in following leaders.
Country and project limitations:
The cultural aspects as societal patterns are major accountable points in country based leadership. The evaluation of this particular case study is related in this level, as Marissa Mayer considered remote workers to be in Yahoo premises (Gaddis and Foster). However, the employees should be provided with personal choices in terms of remoteness regarding work culture. The primary effective leadership should consider remote workforce with gaining positive outcome from them.
Conclusion and Recommendations
After this discussion, it can be concluded that remote workers are considered inside the hierarchical viewpoints, and they are adapted within their adaptable work society. The adaptability ought to consider with more noteworthy quality check of work and rescheduling of work procedure to minimize delay. On the flipside, numerous associations completed their work procedure with suitable remote workers. The preparation shows authority in affecting the assets all around. Worldwide administration shows flexibility and displays social touchy cases among capacity to conduct alteration for various circumstances. Initiative perspectives consider reasonable and vital choices to bargain both many-sided quality and equivocalness. The worldwide administration credits may get to be open to be vital for group administration.
The model is portioned inside three levels as venture, hypothesis impediments, western hypothesis premises, social confinements, and issues. The globalization issues are recognized as degree of globalization, national entrenchment, social tenets, adjustment, and affectability in initiative. National entrenchment is found in surprising results of worldwide administration, affectability is concerning compelling authority past social obstructions of partners. The social obstructions are very like the premises’ effect over the worldwide initiative. The social viewpoints as societal examples are major responsible focuses in nation-based initiative. The organization ought to consider remote workforce with increasing positive result from them.
Macroeconomic theory suggests that three points as productivity, unemployment, and inflation. The recommendations are stated as following:
Implement suitable recognition program to increase teamwork and quality of performance in team
Encourage social and cultural activities for engaging people with informal meeting with each other
Outline proper roles for stakeholders to encourage member’s work ability and capable group work
Identification of existing problems to empower project team dynamics with mitigating issues in globalization
Mediate disputes from the culture of team management to solve other issues from negative effects incorporation
Akhtar, Pervaiz, et al. “”Data-driven and adaptive leadership contributing to sustainability: Global agri-food supply chains connected with emerging markets.”.” International Journal of Production Economics (2015).
Aktas, Mert, Michele Gelfand and Paul Hanges. “”Cultural tightness–looseness and perceptions of effective leadership.”.” Journal of Cross-Cultural Psychology (2015).
Anderson, Marc H. and Peter YT Sun. “”Reviewing leadership styles: Overlaps and the need for a new ‘fullâ€Ârange’theory.”.” International Journal of Management Reviews (2015).
Carter, Dorothy R., et al. “”Leadership for global virtual teams: Facilitating teamwork processes.”.” Leading Global Teams (2015): 225-252.
Flemes, Daniel and ed. Regional leadership in the global system: ideas, interests and strategies of regional powers. Routledge, 2016.
Gaddis, Blaine H. and Jeff L. Foster. “”Metaâ€ÂAnalysis of Dark Side Personality Characteristics and Critical Work Behaviors among Leaders across the Globe: Findings and Implications for Leadership Development and Executive Coaching.”.” Applied Psychology 64.1 (2015): 25-54.
Hartung, Adam. “Forbes Welcome”. 14 December 2015. 14 July 2016 <https://www.Forbes.com>.
James, Geoffrey. “Marissa Mayer’s Top 10 Leadership Mistakes”. 2015. 14 July 2016 <https://www.Inc.com>.
Li, Chaoping, Hao Zhao and Thomas M. Begley. “”Transformational leadership dimensions and employee creativity in China: A cross-level analysis.”.” Journal of Business Research 68.6 (2015): 1149-1156.
Mabey, Christopher and Alyson Nicholds. “”Discourses of knowledge across global networks: What can be learnt about knowledge leadership from the ATLAS collaboration?.”.” International Business Review 24. (2015): 43-54.
Mueller, Barbara, Sandra Diehl and Ralf Terlutter. “”GLOBE Cultural Dimensions: Providing Insights for Advertising Execution in the Global Marketplace.”.” Advances in Advertising Research (Vol. V), Springer Fachmedien Wiesbaden (2015): 161-175.
Myatt, Mike. “Forbes Welcome”. 2015. 14 July 2016 <https://www.Forbes.com>.
Phaneuf, Julie-Elaine, et al. “”Personality and transformational leadership: The moderating effect of organizational context.”.” Personality and Individual Differences 102 (2016): 30-35.
Quintana, Teresa Aguiar, Sangwon Park and Yasmina Araujo Cabrera. “”Assessing the effects of leadership styles on employees’ outcomes in international luxury hotels.”.” Journal of Business Ethics 129.2 (2015): 469-489.
Ramsey, Jase R., et al. “”Developing global transformational leaders.”.” Journal of World Business (2016).
Witt, Michael A. and Günter K. Stahl. “”Foundations of responsible leadership: Asian versus Western executive responsibility orientations toward key stakeholders.”.” Journal of Business Ethics (2015): 1-16.
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