Global Leadership Case Study

Global Leadership. The topic of leadership on a Global scale encompasses the textbook and Campbell’s 2012 study on Emotional Intelligence (EI) in regards to the range of leadership styles neceesary to manage a “changing workforce and globalization” (p. 30). Nevertheless, this study emphasizes Global Leadership and Organizational Behavior Effectiveness (GLOBE), as it relates to the future of leadership. Specifically, GLOBE analyzes the interconnectedness between “societal culture, organizational culture, and organizational leadership” (Hellriegel & Slocum, 2011, p. 341). The annotated milestone from Hellriegel & Slocum involves the ability to influence people from different places around the world. This will require leaders to understand how to interact and communicate with “diverse

Transformational. The rudimentary difference between transformational leadership and transactional leadership in relation to organizational implementation is that transactional leaders are limited by the boundaries of the organization (i.e., financial stability and efficiency), whereas transformational leaders strive to make innovative change within the organization. Caruthers states there is limited evidence that whether using transactional versus transformational methods are more effective. However, leaders in a federal agency have been cited implementing transformational or transactional leadership style in an effort to “enhance employee productivity, enhance accountability, and enhance a perceived notion of fiscal accountability throughout the organization” (2011, p. 39). As of the conclusion of Caruthers report, the transactional leadership style has been recognized as the dominant style in a federal agency, but in a time of budget constraints and policy changes, management favors the shift towards a more transformational approach. The results show, a linear relationship between “transformational leadership and the commitment level of government employees” (p.