Macroeconomics, Effective Leadership, and the Global Business Environment

ABSTRACT.Our analysis complements the growing literature on the systemic mechanisms of identity and ethics that constitute unifying leadership, traits, characteristics, and attitudes of successful global leaders, rapid and large-scale changes in the emerging market environment, the importance of culture on the model, and new ways of looking at within the context of global realities. Applying new conceptual and methodological approaches, this study advances to the next level research on the mechanisms that establish identity and ethics in organizations and their implications for leadership, the importance of knowledge transfer, the performance outcomes of multicultural groups, and differences in the performance effects of change.Keywords: global, leader, business, change, organization, group1. IntroductionThis research makes conceptual and methodological contributions to the local mechanisms that nurture and grow shared identity and ethics, the ability of international managers and executives to effectively operate within and across multiple cultural boundaries, functions and responsibilities of leadership, and dimensions for the global manager. These findings highlight the importance of examining the individual nature of traits, characteristics and contingencies, the task of identifying identities or practices related to successful leadership, the relationship-based societies typical of emerging economies, the competencies that make-up within global organization, and the varying social contexts in which firms operate.2. New Ways of Looking at Leadership within the Context of Global RealitiesThe relationship between global integration and local adaptation (Michael, 2012) can be seen as a continuum. Motivation can be increased through the adaptation of communication and interaction (Pera, 2013) between workers (awareness and adaptation to the environment increases motivation). Multinational Corporations (MNCs) need to consider the institutional environment of host countries and make adaptations to ensure motivation. Personal relationships and cultural empathy increase motivation and trust, and enable the transfer of standardized organizational practices. Sensitivity about culture and context is necessary when managers build up relationships and trust. The external institutional environment of the host country and the internal institutional environment set by the parent influence the adoption of a practice in subsidiaries of MNCs (Berchtold, Pircher and Stadler, 2010). Central government places a great deal of emphasis upon the of local government. The role of local political is a key element of the modernization agenda at the local level. Strong leadership may be compatible with inclusive and consensual styles of and decision making (Bochel and Bochel, 2010). Many organizations fail to integrate the concept of global into their talent management practices (Paraschiv, 2013), operating with a universal framework. Well-chosen job assignments are the most effective vehicle for developing global talent. Formal assessments are not the primary tool for identifying global talent. Global talent is a unique pool of individuals. Multicultural teams provide opportunities to leam about critical differences in national, functional and corporate cultures. Teams can be assigned short-term learning projects to ascertain market opportunities. Successful global leaders must cultivate a wider variety of competencies, skills and abilities than their domestic counterparts (Conger and O'Neill, 2012).Companies compete on the basis of how they can integrate and synthesize the knowledge of their individual members. Organizations become increasingly complex, and leaders need to continually develop their personal and professional competencies. Managers develop their understanding of good based on how it is defined in their native cultures. …