Interactivity Leadership in a Global Economy

• Author: Ecaterina Necsulescu, Gabriela Mironov
• Pages: 685-689

Interactiv

Ecat

1

Danubius University of Galati,

2

Danubius University o

Abstract

: This paper aims to ana

business world, can no longer ig

differ

ences between leadership

different models of leadership

globalized world, begin to cryst

act in a multicultural environm

teamwork, openness to change, i

good relations with people of oth

team, etc

. Foundation skills t

socialization experie

nces that in

responsibilities and experience

international environment, but

communities, creating a culture

signals"-values and attitudes -

w

Thu

s, global leadership developm

cultural d iversity, but goes furth

Globalization requires many ch

personal and organizational-

amo

Keywords:

organization; leader;

Global Leaders

Although a highly effective lead

people are not always aware that

Looking at different models of le

increasingly globalized world, be

Thus, "global leadership" that

following attributes and skills:

political and socio-

economic life

other cultures, adaptability to new

Globalization an

tivity Leadership in a Global Economy

caterina Necşulescu

1

, Gabriela Mironov

2

ati, Department of Economics, necsulescu.ecaterina

ty of Galati, Faculty of Law,

gabriela.duret@univ-

da

analyze the interaction of leadership more pronounced due to

r ignore the powerful cultural aspects of leadership. In other

ip styles considered acceptable in a national culture or ano

ip and differences between cultural norms, we find that in

ystallize several conve

rging trends. Thus, "global leadership"

ment would be useful following attributes and skills: ch ari

, interest in political and socio

-economic life of other countri

e

other cultures, adaptability to new situations, ability to wo

rk

s training exceptional global leadership is built from ch

influence cultural patterns, and also are influenced by them.

ce gained in international projects do not create skills f

ut they develop. Consequently, glob

al leaders must cre

re that goes over the differences between people and contains

which can be easily understood by employees from differen

pment program does not focus exclusively on understanding a

rther, making the people realize they need a common organ

changes in the eco

nomy, communication, political structure

ong them such essential processes of cultural convergence an

er; leadership; globalization; manager

adership style in a country, can be extremely inco

at there is any cultural difference.

f leadership and differences between cultural norms

begin to crystallize several converging trends.

at leaders who act in a multicultural environme

s: charisma, aptitude for teamwork,

openness to

life of other countries; ability to retain good relat

ew situations, ability to work in a multicultural team

and

Cultural Diversity

685

my

ina@univ

-danubius.ro

danubius.ro

to globalization, the

her words, there are

another. Looking at

in this increasingly

ip" that leaders who

arisma, aptitude for

es; ability to retain

rk in a multicultural

childhood through

m. Early managerial

s for leadership in

create multicultural

ins certain "guidin g

rent cultural groups.

g and acceptance of

ganizational cult ure.

ures, in all areas of

and diversification.

convenient to another,

ms, we fi

nd that in this

ment would be useful

to change, interest in

lations with people of

eam, etc.