1 Global interdependent organizational leadership Comment by [email protected]: Topic is incomplete. (New Topic) Bridging Global Leadership Gaps in Multinational Organizations. Department of Global Leadership,; Indiana Institute of Technology David E. Popoola Introduction to Research Method Dr. Tina Abrefa-Gyan October 30, 2021 44/50 Comment: Your paper Will better orient the reader if you created subheadings from the following questions to address your topic: Identify an applied topic in the field of global leadership studies and develop a question. Explain your choice of topic: How does it relate to the field of global leadership? Is it an applied topic and why? Why do we need to know about this phenomenon? Write a 5-sentence argument that relates to your topic including the following: identifying a statement, reasoning, and evidence for your argument. The world as we know it is constantly in a state of change and still changing fast. Majority of the changes experienced are not technically bad, however, they have come with diverse rooms for adjustment, and are not suggestive, but necessary if we are to survive the waves of new ones happening around us by the second?. Before now, our distinctive features are what separate us, and pushing us apart, as people, organizations, and as countries (Setyaningrum, 2017). However, these distinctive and unique features have become a strength, bridging the gaps between usus, and causing us to rely and depend on one another (Tran, 2012). Now, as much as the strengths are not new, their discoveries or the potential buried in them are becoming more obvious and showcased for the world to see. This is true in every aspect of life, but more especially in the business and leadership world. One thing difficult to deny is, result. Quality leadership is obvious, and people will gravitate towards them, as we are in a global world where there is visibility, we are able to see leadership with results around us. So also in the business world, businesses are spreading their tentacles even at a faster rate (Setyaningrum, 2017). With the above reasons, we can see that there is a global leadership gap to be field. Furthermore, global interdependent organizational leadership is an applied topic, as you will see throughout this paper, series of specific and really practicalpractical issues affecting the world at large due to interdependency of our world and organizations. We will also see, some very practical ways to resolve these issues. TThere are multiple reasons why businesses are moving to different countries, to mention just a few, changing business needs, lack or availability of skills set, cost of access to these skills, lack or availability of labor, mechanization, national policy, ease of business, cost of doing business, the demand of business, product or service, new targeted business, or consumer and so on (Chitakornkijsil, 2010). An example here is, the skillset and availability of labor in China are ...

1. 1
Global interdependent organizational leadership Comment by
[email protected]: Topic is incomplete.
(New Topic) Bridging Global Leadership Gaps in Multinational
Organizations.
Department of Global Leadership,; Indiana Institute of
Technology
David E. Popoola
Introduction to Research Method
Dr. Tina Abrefa-Gyan
October 30, 2021
44/50
Comment:
Your paper Will better orient the reader if you created
subheadings from the following questions to address your topic:
Identify an applied topic in the field of global leadership studies
and develop a question. Explain your choice of topic:
How does it relate to the field of global leadership?
Is it an applied topic and why?
Why do we need to know about this phenomenon?
Write a 5-sentence argument that relates to your topic including
the following: identifying a statement, reasoning, and evidence
for your argument.

2. The world as we know it is constantly in a state of change and
still changing fast. Majority of the changes experienced are not
technically bad, however, they have come with diverse rooms
for adjustment, and are not suggestive, but necessary if we are
to survive the waves of new ones happening around us by the
second?. Before now, our distinctive features are what separate
us, and pushing us apart, as people, organizations, and as
countries (Setyaningrum, 2017). However, these distinctive and
unique features have become a strength, bridging the gaps
between usus, and causing us to rely and depend on one another
(Tran, 2012). Now, as much as the strengths are not new, their
discoveries or the potential buried in them are becoming more
obvious and showcased for the world to see. This is true in
every aspect of life, but more especially in the business and
leadership world. One thing difficult to deny is, result. Quality
leadership is obvious, and people will gravitate towards them,
as we are in a global world where there is visibility, we are able
to see leadership with results around us. So also in the business
world, businesses are spreading their tentacles even at a faster
rate (Setyaningrum, 2017). With the above reasons, we can see
that there is a global leadership gap to be field.
Furthermore, global interdependent organizational leadership is
an applied topic, as you will see throughout this paper, series of
specific and really practicalpractical issues affecting the world
at large due to interdependency of our world and organizations.
We will also see, some very practical ways to resolve these
issues. TThere are multiple reasons why businesses are moving
to different countries, to mention just a few, changing business
needs, lack or availability of skills set, cost of access to these
skills, lack or availability of labor, mechanization, national
policy, ease of business, cost of doing business, the demand of
business, product or service, new targeted business, or
consumer and so on (Chitakornkijsil, 2010). An example here is,
the skillset and availability of labor in China are not the same
available in, Taiwan, Mexico, or DR Congo. Therefore,
businesses will gravitate towards where the things important to

3. them are available. All the above are the terrain that businesses
have found themselves to operate in, and failure to adapt will
lead to death, case in point, Samsung and Nokia. However, the
different terrain also calls for dependency on each other despite
the differences and the correct and adequate leadership to
navigate organizations operating in a global terrain (Gilman,
2013).
develop a question. To discuss this topic, I examined some
published and peer-reviewed materials, based on their relevance
to the topic. I will list some of them here and give a high-level
summary of how they speak to the topic or which aspect of this
topic they spoke to.
To properly address organizations that have a footing in
multiple nations, one thing is most important, how do they
function? There is an organizational mindset that drives the
multinational organization, knowing how to navigate the
differences in national character is key to the success of the
organizations (French, 2019). For there to be a success, cultural
differences must be encouraged (Gilman, 2013). Employees in
nations other than the origination nation, should not feel like
they are losing their identity to be part of the organization.
There must be a distinction between corporate culture and
“people culture”. Corporate culture should be learned,
encouraged, and achieved. Furthermore, national culture should
be encouraged and similarities between the two must be shown
off if the organization strives to be successful in its foreign
home. Reading into the mindset of the foreign home is essential
to the success of the organization. However, this cannot just be
a corporative culture, kept at the bureaucratic level, but the
knowledge and appropriate mindset must be kept at the
individual and leadership level to see things through (French,
2019).
Again, just to stress that this difference in itself isis not a bad
deal, however, without constructive and progressive leadership,
they will become an issue that will escalate very rapidly
because of the wider range of coverage and the multilayered

4. difference, this complicates the resolution. (Chitakornkijsil,
2010).
Chitakornkijsil (2010), did a study on intercultural
communication and concluded that this is not an easy feat but is
of utmost importance as everything leadership of multination
organization need to do stems from effective communication.
The way a leader shakes hands, nods, or even standing position
can carry varying meanings depending on their location and
who they are communicating with. Cross-cultural knowledge
and understanding allows for strengthened organizational
messages and culture. Hence, communication in a multicultural
and multinational setting is beyond passing information, it’s a
tool of business (Aycan, 1998).
The commitment of leaders to the development of a stronger
multination and multicultural organization stems from the value
placed on the opposing value systems of the nations in
operations. When the value becomes entrenched in the working
system of a leader, a better understanding of the culture is
achieved. Nwadei (2003), explained in his dissertation “the
relationship between perceived values congruence and
organizational commitment in a multinational organization”,
beyond putting policies in place to establish a strong
intercultural synergy in a global organization, leaders must
show commitment to the varying cultures and values, to
community involvement and willingness to be part of the
community they are found.
To address value adequately, Ross and Fenster (1995) wrote
“dilemma of managing value”. They found that the value cannot
be hidden for too long as the subordinates, employees, and the
society in which the organization operates will eventually be
able to tell what the organization values, but what the
leadership pays attention to. Since if value must be managed
effectively, global leaders must come up with transformative
and strategic ways of doing things, which is reflected in the
organization's practices and priorities. As fragmented as the
world that we live in, the interdependency of the same is not

5. negotiable (Tran, 2012). Leaders must always come up with
and initiate new ways and methods to create a sustainable
interdependent international organization (Taylor, 2002) . This
is a crucial skill that every global leader must possess as they
intend to navigate the different terrain they are found (Fry &
Egel, 2021).
Finally, all the communications, commitment, and valuing of
the different cultures by creating and initiating new methods,
processes, strategies must lead to a unified model that is diverse
in its approach (Ravenscroft, 2012). As our world drifts apart
every day, due to the knowledge of our uniqueness in culture,
value, and importance. There is, however, the sheer need of
dependence on each other, it has nothing to do with if we agree
on all ground, but it’s fostered by the distribution so resources
we all need to survive and be sustained (Ravenscroft, 2012).
And as international organization goes to the utmost part of the
earth seeking new ground or building on existing relationships
in foreign homes, global leaders must identify what is unique to
each and leverage on this to create a sustainable institution that
is corporately responsible.
References Comment by [email protected]: Need to fix the
rest of the reference citations.
Aycan, Z. (1998). Communicating in Multinational
Organizations. Journal of Cross-Cultural Psychology, 29(6),
763-766. https://www.proquest.com/scholarly-
journals/communicating-multinational-
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French, R. P. (2019). Global mindset: Cultivating knowledge in
multinational organizations. Cambridge Scholars Publishing.
Fry, L. W., & Egel, E. (2021). Global Leadership for
Sustainability. Sustainability, 13(11), 6360.

6. http://dx.doi.org/10.3390/su13116360 Comment by
[email protected]: Page numbers?
Gilman, D. G. (2013). Comparative analysis of corporate culture
in a multinational organization (Order No. 3587467). Available
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Ross, A., & Fenster, L. F. (1995). The dilemma of managing
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