Global Leadership

About: Global Leadership is a research topic. Over the lifetime, 1598 publications have been published within this topic receiving 29200 citations.

Leadership development in a global chemical manufacturer

Abstract: A People Leader Development Series (PLDS) was implemented in the manufacturing division of a global chemical manufacturer, as there was a need for improving leadership skills among leaders to meet the demands of the business. The purpose of this paper is to present this as a case study to describe this approach and provide successful implementation program notes.,A global team of leadership professionals planned a three-stage people leadership development program. This was stepping up, starting out, and sharpening up. Stepping up was for individual contributors who desired to become people leaders. Starting out was for people leaders who are new in the role. Sharpening up was developed for existing people leaders in the role for three to five years. All were designed with assessments, classroom training, and Web-enabled training for reinforcement, and with a global peer development network. Manager involvement and coaching were critical for the success of the programs. Company executives were sponsors as well as instructors.,The complete group of attendees said that they feel supported in their development plans. Three-fourth of the managers said that they feel their front-line people leader training is very effective, and the remainder one-quarter, said that they feel it is extremely effective as they see these results as the performance of people leaders has improved. The most important outcome for all of the managers and attendees was the development of the peer network. It was recommended that the program continue with one new emphasis, of increasing the post-program support with managers of the people leaders.,It was important to design the evaluation from the start, as this was necessary to prove the return on investment. The global team designed a survey built around leadership competencies so that the transfer of learning could be understood and documented. Data were collected via an online survey which consists of the company’s leadership competency model. A change rating scale (1 = change for the worse to 5 = significant positive change) was used to assess the effect of change in behavior or performance on the critical competencies that were the main focus of the PLDS. The survey was administered to participants and their supervisors to compare the rate of change in behavioral competencies, as a result of the PLDS. Managers of the participants were interviewed over the phone to collect qualitative data about the effectiveness of the PLDS to clarify its impact on individuals as well as the organization. The company surveyed the pilot groups, and this was all. In the future, a commitment toward a strategic evaluation plan would be appropriate.,Practically speaking, these are the factors that contributed to the success of this program: the regional human resource (HR) managers played an important role in the coordination and developmental feedback. They interpreted the assessment data and were trained on how to do this. The Managers of the PLDS participants were coached in the methods and ways of leading this development for their direct reports. The regional executives taught and played an important role, as they are now mentors with PLDS attendees. The global leadership development team (who resided in the regions) designed the whole process from beginning to end. They were skilled and had resources to do this. The global leadership development team was led by a real star who developed her own direct reports. This is as the culture of this business demanded this.,As this leadership development program was held in multiple cultures, there were differences in some of the timings and the socialization needed for success. An additional day was added for this reason; so, the people leaders felt that they had enough time to socialize what they learned. A peer learning network was developed as part of the design. This was as anticipated, a major success.,There are three ways of approaching people leader development, depending upon the maturity and the skills of the people leader. This is important because there are differing needs.

Megatrends in the middle east

Abstract: . The study of megatrends as the most revolutionary courses of mankind progress facilitates the definition of the time progression properties of both the global system and regional subsystems within the universal patterns. The objective of this study is to systematize and classify megatrends and determine the nature of their manifestation in the Middle East. On the basis of this analysis a reciprocal effect of the Middle East regional trends on the megatrends of the global world is defined, the nature of the co-evolution of global and regional megatrends is outlined and further courses of mankind progress are forecast.Megatrends exert the influence on the state of the world, thus defining the qualitative sense of the modern stage of global system evolution. The major megatrends were defined: globalization, integration, democratization, a reduced degree of mankind security and an increasing severity of global problems; a change in the international political structure; a crisis of the global leadership institution; a shift of the center of universal development (orientalization); an inversion of the fundamental values (freedom versus security); a virtualization of sociopolitical relations; a new model for the change in political power and administration in certain countries; an increased role of network structures in the international politics; an ideological indoctrination of international relations, namely the growing impact of the religious and civilizational factors.The processes that are now occurring in the Middle East are defined by and greatly influence global development megatrends and the establishment of the world order structure, which makes it necessary to forecast trends for their future development. It is thus advisable to examine these processes at multiple levels of analysis: global, regional, sub-regional, bilateral and national.Актуальні проблеми міжнародних відносин. Випуск 143. 2020. .5Political changes in the region also reflect its internal problems. These are, above all, the authoritarian regimes, religious divides, Islamic extremism, excessive military spending, arms imports, and societies’ dissatisfaction withliving conditions. At the political level it is the absence of a joint political entity that could consolidate regional actors which constitutes yet another problem. At the regional level the transformation of relations along with the growing conflict potential leads to destabilization and fosters more polarization of the region. The dysfunctional nature of internal elements of the region is used by more powerful external actors. The old order is disappearing whilst the phase of transition to a new one is still ongoing and is characterized by uncertainty, the strengthening of the role of political Islam along with the new geopolitical role of Islamic fundamentalism, unrestricted transit of Islamism ideas, recurrent internal and interstate conflicts, and the heightened threat of non-state actors. It was concluded that ever-growing instability, a potential redrawing of the existing national boundaries and the emergence of quasi-states, relying on ethnic and ethno-denominational powers and sustained by influential geopolitical centers of power, can all be expected.An analysis of megatrends and the nature of their manifestation in the Middle East enables us to make conclusions about the feasibility of employing such a category in international political analysis and actualizes the research of megatrends management at the global and regional levels alike.Keywords: megatrends, the Middle East, regional security, Islamism, Islamic fundamentalism, Pan-Islamism, Pan-Arabism.

Age-Friendly Communities Principles and Initiatives

Abstract: In Canada, as in many countries around the world, the proportion of older adults is increasing. In addition, more people of all ages are living in cities. The Age-Friendly Cities concept was spearheaded by the World Health Organization (WHO) in response to these two major world-wide trends of global aging and urbanization. The underlying premise of age-friendly cities is that they foster the health, security, and social participation of older adults, or what the WHO refers to as 'active aging.' In 2007, the WHO launched the "Global Age-Friendly Cities: A guide" which identified core age-friendly city features. As a follow-up, Canada launched the "Age-Friendly Rural and Remote Communities: A guide" which provided a framework for understanding some of the issues faced bv the smaller communities characteristic of Canada and other parts of the world. Along with several other provinces within Canada, Manitoba has embraced the concept of creating age-friendly communities and is recognized as a global leader in the initiative. This presentation will provide a background on the Age-Friendly Cities initiative and on creating age-friendly environments. Particular attention will be paid to the process of creating age-friendly communities in Manitoba and possible ways that the physical and social environment can intersect with issues of hearing, communication, and social participation of older adults.

India: the next superpower?: India's national interests and diplomatic activism: towards global leadership?

Abstract: India’s rise constitutes one of the most fascinating and important stories of the past two decades, symbolising, along with China, the fundamental shift of power towards Asia. Yet while many acknowledge India’s newfound importance, the country remains one of the most misunderstood actors in the international community. During the Cold War, India was the only democratic regime that did not align with the West. After becoming a nuclear power in 1998, the country suffered international condemnation, only to become one of the United States’ key strategic partners less than ten years later. While international analysts have traditionally looked at India primarily through the prism of the conflict with Pakistan, today it is routinely analysed in the context of a rising China. Neither viewpoint can do justice to India’s much more important and complex role in the 21st century. The need to understand India’s perspective has never been greater, and today no global challenge – be it climate change, nuclear proliferation or poverty reduction – can be tackled successfully without India’s active contribution and engagement.