Leadership positions bring unique experiences for leaders that try to apply the same behaviors in a different country. Let us assume that Bill Phillip duplicated the same behavior in Somali.Coming from a country plagued with war, and crisis, I believe Bill career will get derailed. I fact, Bill career will derail in any location he is leading. Derailment occurs when a high level management leader fails to achieve the company goals. According to Capretta article, derailment is the result from the lack of self-awareness, which the author refers it to “blind spots.” Growing up, I have learned that there is a high respect for leaders, and elders. When I came to United States, it was difficult for me to speak to leaders based on my culture. We are taught to never talk back to leaders or give eye contact. On the other hand, in the American culture we are taught to express our concerns to leaders, and give eye contact for respect.
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I had to manage my behavior to embrace the American for an effective communication by giving direct eye contact. In the Javidan article, it gives examples of two leaders who were sent to foreign countries to make changes. In the journey, Debra was successful because she embraced the culture and learned from the people (Javidan). For Alan, he failed because he went with preplanned strategy that he thought fits the culture he read about (Javidan). Moreover, what sets the two leaders apart are what Javidan article refers as a “global mind-set.” The global mind-set has three components: “intellectual capital, or knowledge of international business and the capacity to learn; psychological capital, or openness to different cultures and the capacity to change; and social capital, the ability to form connections, to bring people together, and to influence stakeholders. Leaders who have those three components will be effective leaders in global
I had to manage my behavior to embrace the American for an effective communication by giving direct eye contact. In the Javidan article, it gives examples of two leaders who were sent to foreign countries to make changes. In the journey, Debra was successful because she embraced the culture and learned from the people (Javidan). For Alan, he failed because he went with preplanned strategy that he thought fits the culture he read about (Javidan). Moreover, what sets the two leaders apart are what Javidan article refers as a “global mind-set.” The global mind-set has three components: “intellectual capital, or knowledge of international business and the capacity to learn; psychological capital, or openness to different cultures and the capacity to change; and social capital, the ability to form connections, to bring people together, and to influence stakeholders. Leaders who have those three components will be effective leaders in global