In five years time I aim to be in a leadership role in the New Zealand Defence Force 's (NZDF) psychology branch. Specifically I am aiming towards a command role as a project leader in on of the areas of specialisation with the psychology branch of the NZDF, but preferably the in the area of training and development. In this role I intend to continually build upon and refine my own skills as a leader and within my area of specialization. I also intend - where it is both possible and practical, but not yet implemented - to increase the use of technological media within my project area, as well as within the organisation as a whole. Also the NZDF is extremely culturally diverse so I intend as a leader to continue embracing this, inline with the
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Where a global leader is an influencer of the processes of individuals, groups, and organisations who are part of any number of diverse systems, but who are working towards the organisation 's overreaching goals (Beechler & Javidan, 2007). The GLOBE 's interdisciplinary empirical-based theory project found that some leadership attributes occur in effective leaders across cultures, while others are culturally contingent (House et al., 2002, 2004), suggesting that to some degree an effective leader is effective irrelevant of their organisation 's globalisation. However, the limitations of the empirical evidence lead to a split in beliefs about the relationship between effectiveness and global leadership, that is convergence and divergence hypotheses. Gentry and colleagues (& Sparks, 2012; et al., 2014) investigated global leadership in terms of operalisation and found support for the convergence hypothesis, that is that some leadership attributes are more effective across cultural settings. However, building on this work Takahashi, Ishikawa, and Kanai (2012) suggest that a Western framework of leadership is highly limiting from a global perspective, and Inceoglu and Bartram (2012) suggest that instead a boarder scope of multi-cultural context is needed for global leaders to be highly
Where a global leader is an influencer of the processes of individuals, groups, and organisations who are part of any number of diverse systems, but who are working towards the organisation 's overreaching goals (Beechler & Javidan, 2007). The GLOBE 's interdisciplinary empirical-based theory project found that some leadership attributes occur in effective leaders across cultures, while others are culturally contingent (House et al., 2002, 2004), suggesting that to some degree an effective leader is effective irrelevant of their organisation 's globalisation. However, the limitations of the empirical evidence lead to a split in beliefs about the relationship between effectiveness and global leadership, that is convergence and divergence hypotheses. Gentry and colleagues (& Sparks, 2012; et al., 2014) investigated global leadership in terms of operalisation and found support for the convergence hypothesis, that is that some leadership attributes are more effective across cultural settings. However, building on this work Takahashi, Ishikawa, and Kanai (2012) suggest that a Western framework of leadership is highly limiting from a global perspective, and Inceoglu and Bartram (2012) suggest that instead a boarder scope of multi-cultural context is needed for global leaders to be highly