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Challenges and Solutions to Global Leadership

Christine Ann McCalla, NorthCentral University

Abstract
Managing employees globally creates significant challenges based on cultures, personalities,
objectives, and milestones outcomes. Additionally, profitability requires that cohesion between
stakeholders, management, and employees be achieved. The various relationships and their
interactions are in themselves subjective and open to interpretation, but the strategic plans
implemented are the guiding influence the organization requires to ensure a successful
destination. Communication is key to knowledge transference regardless of the level, education,
or expertise of the employee, and if articulated in a clear, concise manner, every employee can
make significant contributions towards the strategic plan.

Introduction
The onsite environment and the global environment are similar to each other as the respective
leaders must share the same attributes, except the e-leader must have a greater range and depth of
skills. Additionally, the e-leader has challenges present in his daily environment unique to him
including scheduling, accessibility to resources including personnel and human capital
management, and gaining and retaining collaboration and integrity from both the followers and
the team in general.

Merits of Trust and Respect Among Employees and How it Affects Employee Performance
and Commitment, as Well as the Bottom Line of the Organization

The success of the mentoring and trust varies based on the type of environments and leadership.
Savolainen (2014), p 45-46, noted that Work, instructions, leadership, feedback, follow-up and
training are often in a digital format. As a result, the technological dependence organizational
cultures have fostered may create some differences while retaining similarities including
Savolainens p 46 face to face interaction vs. project management precision (both e-working and
onsite). The outcome of these contrasts are that poor management directly impacts the bottom
line, compensation, and incentives. Even worse, the global environment is often staffed by
personnel in varying locations and cultures, and in this case poor management skills can create
poor customer service, learning and growth opportunities, professional development, lack of
management confidence and the resulting buy-in. The appropriate skills must be present to
facilitate trust to result in any organizational growth, both financial and personnel.

Formulate examples of how E-leaders Can Build Trust In Followers Through TechnologyMediated Interaction
Saonee, et al. (2011) identifies trust as a trend arising due to the emphasis on collaboration and
changes in technology, p 274, requiring ... reconfigured exchange and the coordination of work
across distance and time. Additionally, Saonee, et al. addresses trust in e-leadership
environments through the utilization of the following factors as a conceptual framework: (1)
social network approach and structural position, p281, (2) boundary conditions, p 282, (3) trust
and trust centrality, p 282, and (4) communication and communication centrality, p 283.

Table 1: Trust & Technology-Mediation Conceptual Framework

The social network approach and structural position create the belief that collaboration is more
effective and efficient depending on the dynamic and the personalities of the team. As a result,
the team can move quicker or slower depending on the skillset of the group members and the
abilities to capitalize on the individual and the collaborative skillset. Boundary conditions are
more aptly described by Savolainens technological mediation includes possible occurrence due
to geographical, cultural or temporal causes, p 47. Saonee, et al. p 286, describes ...
conceptual linkages (i.e., communication trust, trust performance)... In
this context, the more communicative the team member, the more likely they are to receive
acclaim and hence remembered as substantially contributive members. As a result, there may be
delays in the e-leaderships acknowledgement of the trust and performance dynamic to other
effective team members who are less communicative but productively reliable.

Saonee, et al. p 286, described that the communication interaction created impacts varying levels
of trustworthiness perceptions. Additionally, the authors describes the project management
impact and efficiency the team experiences, as the competency and speed are not always relative.
My interpretation of this observation is that colleagues may experience difficulties which may be
appropriately communicated, but the e-leader may not appreciate the level of performance or
may feel under-performance has occurred. The frequency of the communication may create
credibility and reflect sincerity of the relationship and the progress of deliverables, but at the end
of the day the e-leader makes the final decision. Trust and trust centrality translates to meeting
the expectation of collaboration, and the role each participant plays in the collaboration process the believability factor. Will the scheduled milestones be met as expected, and should the eleader or appropriate delegate create monitoring mechanisms to ensure that the team integrity is
maintained? Communication and communication centrality, Saonee, et al. p 283, addresses a
number of factors including the absence of relationships and prior collaborations. Here
communication alone is not enough to facilitate productivity, instead it can be a challenge, that
can be eliminated through the satisfactory performance of collaboration, project management,
and deliverables. Here effective and efficient project management is the solution, and along with
it the relevant communication of progress, and the timeliness thereof. With this project
management plan, trust can be fostered, developed, and maintained.

Differentiate Skills That Are Needed by a Traditional, On-site Leader and an E-leader in a
Global Environment
While both on-site leaders and e-leaders may include similar and contrasting values, the e-leader
requires Savolainen, p 47, stronger skills, greater sensitivity, multi-cultural mindset, and a 24x7

orientation, as well as his problem solving capacity, social skills, and professional know-how.
The accomplishment of effective e-leaders requires Pinjani & Palvias (2013) people, process,
and technology, p 144, which results in a greater depth of skills. Walton (2013) describes the ...
challenges familiar to technical communicators: identifying stakeholders needs, crafting
effective information products, and building credibility necessary to influence stakeholdersall
complicated by cross-cultural contexts., p 86. To adequately prepare the e-leaders skills,
mentoring, professional development, scalability, persuasion, integrity, collaboration, task
interdependence, and crisis management are required.

While these attributes are required by both on-site and e-leaders, the onsite leader has the major
advantage of Pinjani & Palvias face-to-face interaction, direct communication, personal
knowledge and observation of both subordinates / team members, supervisors, and vice versa
(camaraderie). In the global environment, it is the opposite. In a global environment, without
proper management frustration can also become an attribute as all team members must be aware
of interdependency vs codependency. In the onsite environment the leader has the opportunity to
spontaneously bring a superior as an independent observer in person, but the e-leader will have
the additional challenge of scheduling a superior to be present in person. Given the level of
confidentiality present, the team can become aware and temporary behavioral changes may occur
as technological observation and monitoring may not be 100% conclusive.

For this reason, all e-leaders require professional development. The people, process, and
technology aspect to an e-leader requires crisis management to ensure that identification of
appropriate measures are taken timely, and how to substitute and manage the global environment
as if it were an onsite environment.

Propose How Leaders and E-leaders Can Ensure Their Messages Are Articulated Clearly
to Motivate Not Only Employees, but All Stakeholders Through Cross-cultural and
Intercultural Communications

Leaders and e-leaders can articulate their messages motivating employees and stakeholders
through cross-cultural and intercultural communications by using Zander, et als (2013) critical
challenges, p 229, and Harnishs (2002), pp 32 -34, One-Page Strategic Plan (OPSP). These
challenges are goal alignment, knowledge transfer, and motivation. Additionally, the stakeholders
must be clearly defined and include profitability metrics / bottom line, customers, community,
governance teams, ownership teams including sales and marketing, owners, etc.

Zander, et als (p 229) goal alignment refers to sustaining environments including virtual
environments, in which goal conflicts can be detected, knowledge transfer which must be
managed to ensure effective communication and remove distractions arising from cultural
differences including poor communication and trust. Finally, Zander, et als challenge of
motivation, p 229, must be managed as primarily employees preferences and needs are not
easily recognizable. Kaplan & Nortons balanced scorecard described in Costa Oliveiras (2014)
univocal network of relationships, established by the original model
(learning and growth internal processes customer finance)... addresses
all three challenges by modeling the relevant perspectives. Additionally, the challenges of goal
alignment, knowledge transfer, and motivation can be addressed using an integrated framework
of Kaplan & Nortons balanced scorecard and Harnishs, pp 32 -34, OPSP. Harnishs OPSP
includes numerous internal processes and learning and growth drivers from which all three

challenges can be identified, derived, and the team and stakeholders can benefit from including
the sandbox, actions, key thrusts, and key initiatives. As a result, every player including leaders,
stakeholders, and team followers are owners, and can identify the strategic action, costs, benefits,
and relevant rewards.
Table 2: Conceptual Framework of Integrated Balanced Scorecard and One-Page Strategic Plan
How Leaders and e-leaders Can Ensure Their Messages Are Articulated
Customer Service Perspective
a. Treat employees as customers
a.
b. Create team leaders (traditional and e-leaders)
metrics as customer returns
b.
c. Consider employees as stage 1 of every marketing /
sales plan
c.

a.
b.
c.
d.
e.
f.
g.
h.

Internal Processes Perspective

Strategic planning including productivity drivers
(Harnish)
Identify KPIs (Harnish)
Goal alignment as a stakeholder; everyone comes
along (Harnish)
Employees as stakeholders
Identify trends (Harnish)
SWOT analysis (Harnish)
Motivation / reward, celebration, critical #s,
(Harnish)
Knowledge transfer / rocks, accountability, and
quarterly priorities (Harnish)

a.
b.
c.
d.
e.

Finance Perspective
Include financial metrics in the stakeholder
portfolios
Hold employees and leaders responsible for
financial performance by using Harnishs OPSP
Address bottom line impact by creating leader
accountability to team followers

Learning and Growth Perspective

Develop separate professional develop platforms for
both on-site and e-leaders and teams
Include metrics for human capital management to
support customer service and financial perspectives
Goal alignment / productivity drivers, trends, and
SWOT (Harnish)
Motivation (Harnish)
Knowledge transfer (Harnish)

Specific Challenges of Trust and Communication in Own Business Environment, and Then
Recommendations on How These Challenges Can Be Turned Into Opportunities
Savolainen noted several factors that presents challenges for e-business, interaction p 47,
communication p 53, leadership skills including range and management of emotional and

technicals skills p 57, and organization / project management. Face to face interaction creates an
opportunity to build structure and organization, while e-business presents a challenge of a
different sort: scheduling. Personnel working remotely or not physically present in the workplace
may have different work schedules. As a result contact must be scheduled and technology, e.g.
Skype or Google Hangouts, can create opportunities to create the same interaction as a face to
face meeting. The challenge of communication occurs as the leadership-follower dynamic has
less depth and availability, both on a personal and professional level. In the on-site environment,
the follower may feel supported enough that (s)he may randomly request meetings of both a
professional or personal nature. The e-business environment creates both the distance and
independence that the follower may be uncomfortable in this regard and the personal interaction
is limited to that of a professional nature. As a result, the leaders preferences may be ignored.

The challenge of the range and management of emotional and technicals skills extends to social
networking, technical competency, and the identification of ethical factors such as integrity and
honest representation. Social skills including active listening and undivided attention may be
limited during remote communication, while during face to face communication the leader is
more able to direct the followers attention to the matter at hand. Additionally, in a face to face
environment the leader has the flexibility of unscheduled project management meetings, first
thing in the morning or other time, to review the status of the workload, Blanchard (1982). This
communication is more productive as both parties are readily available to discuss, review
questions, and make edits. Snellman (2014), p 1254, Information and communication technology
(ICT) is a collaborative tool increasing the competitive advantage, innovation, and access of
resources including best skills, and core competencies. Along with this collaborative tool comes
the human resource element of frustration, competency, and availability, but consistent

availability increases effectiveness and efficiency. Personnel working remotely may have
challenges accessing their intranet, teleconferencing, etc. as a result of incompatible technology.
Body language may be interpreted subjectively, and what may seem to be disgruntled behavior
could be a sign of intense concentration or frustration. Unless the leader follower interaction is
face-to-face and frequent, misinterpretation may follow.

These challenges may be turned into opportunities using Snellmans key factors of trust in virtual
teams, p 1257. Trust can be established by setting leader expectations of coherence, clarity, trust,
positive attitudes and enthusiasm, and integration. This level of trust can be established through
the creation of policies and procedures, knowledge management, communication, and
transparency (clear expectation).

Conclusion
Regardless of the caliber of technology or the e-leader skills, trust is required by the entire team
and the organization due to the resources global environments require. As a result, transparency
is required at times even more than trust to ensure that human capital management is optimized
to ensure that goal alignment, motivation, and identification trends can be communicated to the
organization as a whole. To facilitate this, the e-leader ust acquire and retain the applicable skills
as the team and not just the e-leader performs and accomplishes goals. All stakeholders require
the expected returns their investment demands.

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