Personal Leadership Plan [WLOs: 1, 2, 3] [CLOs: 1, 2, 3, 4, 5, 6] Prior to beginning work on this assignment, read Chapter 3: Leadership Development, 5 Traits to Consider When Assessing Leaders:...

Running Head: PERSONAL LEADERSHIP PLAN                        1
PERSONAL LEADERSHIP PLAN                                 13
PERSONAL LEADERSHIP PLAN
Table of Contents
Introduction    3
Leadership Approaches in 21st Century    3
Steps to this Approach    4
Impact of Globalization    5
Effectiveness in Global Culture    6
Skills and Abilities Required to Lead Virtual Teams    6
Development of Skills and Abilities    7
Steps to Become More Agile Change Leader    8
Development of Inclusive Organizational Culture    8
Diverse Workforce    9
Employee Development and Self-Growth    10
Conclusion    11
References    12
Introduction
This study will explain how globalization will affect a leader's role and how they will deal with cross-cultural collaboration. Furthermore, it will outline the stages to become a more agile change leader capable of increasing staff flexibility, innovating and producing outcomes. The strategy outlines what has to be done to ensure an equitable and respectful company culture.
Leadership Approaches in 21st Century
In the twenty-first century, leadership entails striking a strategic balance between long and short-term company goals. In boardrooms, achieving this balance will be critical to leadership success. From escalating consumer demand patterns to increasing market fragmentation, the characteristics of today's period necessitate resilience on all fronts. Leadership teams must be laser-focused on the essential elements of strategy and unrelenting in their execution.
As defined by Leithwood, Ha
is and Hopkins (2020), vertical leadership refers to commanding teams under one's direction in a top-down, military-style manner, whereas horizontal leadership refers to generating motivation and rallying teams to achieve and support a shared objective. Between these two extremes of leadership, effective leadership exists.
Only through influencing people on a personal level can effective leadership be sustained. Boardrooms must pick executives whom can influence and lead across many cultures and regions as firms get flatter and the role of local entities becomes greater. Great leaders must have a clear sense of direction, have a strong sense of purpose, be passionate visionaries and have a high sense of self-awareness.
Steps to this Approach
The old concept of business CEOs as commanders, chiefs and figureheads is quickly fading in relevance. Leaders must be able to move between different jobs with ease to be successful in today's changing corporate environment. According to Miao, Humphrey and Qian (2018), the following are some essential success steps for business executives to adapt the approach in the twenty-first century:
i. It is crucial to have a mission, but it is even more important to have one that inspires the individuals. Leaders must have a personal mission, but it must be in synchronization with the mission of the company.
ii. Resilient leaders must promote an organization-wide improvement attitude, be
ave when making long-term strategic bets and be
ave when making long-term strategic bets.
iii. Many CEOs undervalue the potential of networks both outside and within of their enterprises. The following are some of the advantages of utilizing and tapping into networks: Identifying the roadblocks to creativity and collaboration.
iv. Long-term planning will be more important to leaders in the twenty-first century. One approach for leaders to achieve this is to find shareholders, investors and internal stakeholders that share similar values and then work tirelessly with them in cooperation.
v. Leaders in the twenty-first century must be able to innovate on a regular basis and effectively manage distu
ances. They must remember that everyone has something to contribute. They must foster a culture, in which every employee feels free to provide suggestions.
vi. Employees at all levels of the business require ongoing investment in terms of welfare, skill mentoring and development. Leaders must be aware of these
oad alterations in views regarding the workplace and work while being committed to a set of core principles.
Impact of Globalization
Globalization appears to be a nebulous concept with no widely agreed-upon meaning. Globalization, according to Wang and Sun (2021), is the process of integrating the economies of different countries. Globalization is best characterized as the flow of economic, cultural and political ideas between multinational organizations. Globalization is the world's social, economic, cultural and political coalescence.
Over the last 40 years, the worldwide interchange of commodities and services has expanded from 30% to 60% of global GDP. For the period ending in 2012, as mentioned by Rubens, Schoenfeld, Schaffer and Leah (2018), foreign direct investment in firms across boundaries exceeded $22 trillion. As a result, well-established organizational financial systems and infrastructures have been built to power the economic engine that drives global economic activity.
Access to education and the development of the skills required for higher-paying professions has expanded thanks to technological advancements, which has resulted in enhanced organizational productivity. Globalization has also had an influence on political systems and governments all around the world.
Changes in political power, the instability of some parts of the world and the ways the government leaders respond to perceived...