Global Leadership Study Resources

CHAPTER I INTRODUCTIO N The concept of globalization today brings various consequences in the business field. When the company (organization) plans to enter the global market, the country's boundaries are unable to limit the company from the pressure of competition outside the country, so the company's success is largely determined by the leader's ability to adapt to its environment including opportunities and challenges. As a business leader must prepare and understand well the steps that need to be taken. Business leaders need a global vision and perspective so that the goals and management of the company can be achieved effectively. Leaders must be able and have extensive experience of cultural diversity. A successful leader of a global company must know what leadership to expect. Individuals with different cultural backgrounds may differ in their conceptions and expectations of leadership (Ulrich & Smallwood, 2012). Global business leaders or cross-cultural leaders must see the changing world as a challenge and opportunity for company growth and individual development. In the face of change, leaders act as facilitators in responding quickly to the impact of demographics, technology, and globalization by providing global business leaders with specific skills. A. Background Background The successful development of global corporate leaders is a competitive advantage for multinational organizations. In addition to leadership competencies, global enterprise leaders face specific challenges that require additional competencies. To be clear, a global enterprise leader is usually defined as someone who conducts business in foreign markets, develops business strategies at a global level and manages ethnically diverse work groups/teams. Twenty years ago, global leadership (GL) may not have been a pressing need. But, now, being a global leader is a necessity in itself. A global leader is not merely a person with a high degree of global excellence, but is also able to combine various natural and human resources into a project, product, or program. A global leader is able to find solutions lin- 1 bags of countries, cultures, and organizations. They have a vision inspired by global issues, including inequality and social injustice. They are also able to analyze the macro political and economic situation of a region and its effects on specific regions and industries. So, here global leadership is a leader who has high dexterity in the micro scope and has the ability to combine various macro elements as the motor of a business or non-profit organization. The main characteristic of a global leader is the ability to make decisions and provide global solutions in the context of supply chains, human resources, know-how, and capital. To address the unique challenges faced by global leaders, researchers have identified global leadership competencies that will ensure success. Among the global competencies that are key to success are the development of a global mindset and respect for cultural diversity in the workplace. B. Problem Formulation 1. What is Global Leadership? 2. What is the difference between leadership types and styles? 3. What are the competencies that Global Leadership should have? 4. What are the challenges and opportunities facing Global Leadership? 5. What is the role and strategy of Global Leadership? 6. How is Global Leadership implemented? 7. What is a case study of the application of Global Leadership? C. Objective Discussion 1. Know the definition of Global Leadership 2. Knowing the Different Types and Styles of Leadership 3. Knowing Global Leadership Competencies 4. Knowing the Challenges and Opportunities of Global Leadership 5. Knowing the Role and Strategy of Global Leadership 6. Understanding the Implementation of Global Leadership 7. Understand case studies of the application of Global Leadership 2 D. Benefits Discussion This paper is expected to reveal theoretical and practical values regarding "Global Leadership Concept Theory and Implementation". 3 CHAPTER II DISCUSSION A. Subject Subject matter: Global Leadership Scope of Discussion: 1. Basic Concepts of Global Leadership 2. Differences in Leadership Types and Styles 3. Global Leadership Competency 4. Global Leadership Challenges and Opportunities 5. Global Leadership Roles and Strategies 6. Implementation of Global Leadership 7. Global Leadership Case Study B. Basic Competencies The basic competencies to be achieved in the Global Leadership material are as follows: 1. Students are able to understand the basic concepts of Global Leadership 2. Students are able to know and understand the different types and styles of Leadership 3. Students are able to understand the competencies of Global Leadership 4. Students are able to know and understand the challenges and opportunities of Global Leadership 5. Students are able to understand the role and strategies of Global Leadership 6. Students are able to know and understand the implementation of Global Leadership 7. Students are able to know and understand Global Leadership case studies C. Instructions Learn In conducting lectures related to the discussion of Global Leadership material, it is necessary to go through the following stages: 4 1. The lecture begins with greetings and Basmallah, then pray according to their respective beliefs. 2. Present the lecture plan starting from the subject matter and basic competencies as objectives that students need to achieve. 3. Provide explanations related to Global Leadership material 4. Invite student discussions related to Global Leadership lecture material 5. Discuss and review together the lecture material on Global Leadership 6. Provide reflection and reinforcement related to Global Leadership lecture material 7. Give assignments and inform the lecture material next week as a reference for students to find the basis of the material. 8. Closing the lecture by praying and saying Hamdalah, and ending with greetings. D. Content Learning A. Basic Concepts of Global Leadership 1. Definition of Global Leadership Global leadership is a new phenomenon, appearing in the literature in the early 1990s. The first published literature on global leadership was in 2001 (Ducker, 2012). Essentially "Global leadership is a relatively new concept, a fact witnessed by a lack of established definitions, a lack of field research and limited methodological sophistication" (Ducker, 2012). According to Mendenhall et al (2013) defines global leadership also as "the process of influencing others to adopt a shared vision through structures and methods that facilitate positive change while fostering individual and collective growth in contexts characterized by significant levels of complexity, flow, and presence". Global leaders are individuals who effect significant positive change in an organization by building community through developing trust and setting up organizational structures and processes in contexts involving multiple stakeholders across borders with multiple sources of authority across external borders, and diverse cultures under conditions of temporal, geographic and cultural complexity. (Mendenhall, 2008). 5 As for Caligiuri (2006), where he defines global leaders as people who work with several international scopes and must effectively manage through a complex, changing, and often ambiguous global environment. According to Harris, Moran, & Moran (2004) Global leadership has also been defined as leaders who are "able to operate effectively in a global environment while respecting cultural diversity". After reviewing the literature, there are many definitions of global leadership found, global leadership can be interpreted and summarized in various ways: 1) This means diversity; across borders, stakeholders and diverse cultures, geographies, social classes. 2) Complexity; i.e. managing complexity. 3) This means working on a global stage; the ability to work on a global stage, international scope of work and global responsibilities. 4) Global mindset; working together towards a shared vision and common goals for the global community, formulating and implementing strategies that enhance global reputation and product competitive advantage. 5) Networking; working together to achieve individual, organizational, and community goals, It can be concluded that global leadership is a leader who operates on a global stage with a global mindset in a complex and diverse environment with competencies that include networking and flexibility. 2. Differences in leadership types and styles Type according to the Big Indonesian Dictionary (KBBI), type is defined as a model or example. What is meant by leadership type is a form, model, pattern, or type of leadership as a way for someone to lead others. In leadership type, a leader implements one or more leadership behaviors or styles as support (Khoirul and Linayati, 2018). So, in this case, the most appropriate way to lead depends on the function of the leader, the people who are in charge of the organization, the people who are in charge of the organization, and the people who are in charge. 6 and the situation in the organizational environment and is a derivative or pattern of the leadership style adapted to the conditions. Examples of leader types are authoritarian, charismatic, democratic, and others. Style according to the Big Indonesian Dictionary (KBBI), style is defined as the ability to do something. What is meant by leadership style is the behavior or method chosen or used by the leader in influencing the thoughts, feelings, attitudes, and behavior of organizational members (Mulyadi, et al, 2021, p.98). So, leadership style is the nature and behavior of leaders who are applied to their subordinates to guide their subordinates in carrying out work. Examples of leadership styles are transactional, transformational, bureaucratic, and other leadership styles. Differences: Leadership type is a leadership model, where to implement the leadership type, a leadership style is needed because through the leadership style, the leader can influence his members both in their behavior and feelings so that the leader can work together in achieving goals. Therefore, the type of leadership will be identical to a person's leadership style in carrying out a leadership. So basically leadership types and styles are closely related to each other with behavioral norms in a leader when influencing the behavior of others. 3. Challenges and opportunities for global leadership Leaders of all organizations will face the challenge of leading on a global stage. People from different backgrounds, languages, beliefs, and mindsets move around the world. Thus, developing a leader who is able to handle diversity is essential for all organizations. But global leaders are still leaders, thus there are similarities in leadership roles and competencies between global leaders and domestic leaders. Thorn (2012) describes the challenges and opportunities for global leaders as follows: 1) Managing change, especially in technology. 7 2) Managing complexity. 3) Managing the social divide. 4) Be flexible and adaptable to new environments and cultures. 5) Involving diverse people. On the other hand Tubbs and Schulz (2006) mention other competencies set for global leaders which include understanding the big picture, attitude, driving force, communication, innovation and creativity, leading change and group work of followers. 4. Global Leadership Roles and Strategies Diversity is the result of globalization. Leaders who take responsibility on the global stage should have strategies to work on globalization. Bartlet and Ghosal (1992) describe four globalization strategies for global leadership that are multidomestic, global, international, and transnational, and then find the role of global leadership and they relate the role to the four globalizations. Each role requires different strategies for global leaders to be successful and effective: 1) A responsive market leader who focuses on which specific market the product is suitable for. These leaders must have extensive knowledge of the local environment and how the product is needed for the local community. A multidomestic globalization strategy is the most appropriate strategy for responsive market leaders. 2) Global efficiency leader focused on integrating people in different places. Managing risk and change with extensive knowledge makes a successful leader. Global globalization strategies are suggested for global efficiency roles. 3) A worldwide learning leader focused on developing best practices globally. So, there is a balance between the two, local responsibility and international integration. Therefore learning in diversity, innovation and "cross pollinating" knowledge is essential. International globalization strategies apply to learning leaders around the world roles. 8 4) Integration of corporate leaders who focus on balancing multiple markets. Hazucha and Katwyk point to this role as the most complex role in globalization. This transnational globalization strategy is suggested for leadership. Leaders need those skills to develop talent and influence crosscultural environments. B. Implementation of Global Leadership Implementation of Global Leadership on the role of Global Leadership in efforts to accelerate and produce a new Covid-19 vaccine. Global leadership roles are defined as prominent people working in different regions of the world. Global leaders must engage a very diverse group of stakeholders and colleagues to get things done. They lead people across distances, cultures, time zones and in complex organizational structures such as matrices, or even organizational network structures. In this case, the role of global leadership during the COVID-19 pandemic provides at least 2 main lessons, namely that it must be faced with the solidarity of all parties globally and by doing physical activity to increase individual and group immunity. On Friday, April 24, 2020, global leaders have united to ensure that people everywhere can access vaccines, tests, treatment and care to defeat COVID-19. Heads of state and global health leaders on that day made an unprecedented commitment to work together to accelerate the development and production of new vaccines. In addition, the means of testing, treatment and care for COVID-19, as well as guaranteeing equal access for all citizens around the world. The COVID-19 pandemic has affected more than 2.4 million people globally, and killed more than 160,000 people. The pandemic is taking a heavy toll on families, communities, health systems and economies around the world. As long as this dangerous virus threatens any country, the entire world is at risk. Therefore, strict health protocols must be in place, such as physical distancing between people. In addition, there is an urgent need for all global citizens to be screened or tested and track all close contacts with people who test positive. 9 It also provides innovative COVID-19 vaccines, diagnostic tools, treatment and patient care. This massive, simultaneous work has already begun. Since January 2020, the WHO has been working with researchers from hundreds of institutions around the world to develop and test COVID-19 drugs and vaccines. The project includes standardizing innovative clinical trial research designs and defining criteria for prioritizing vaccine candidates. WHO has prequalified diagnostic tools that are currently being used around the world, and more are on the way. In addition, WHO is also coordinating global clinical trials to assess the safety and efficacy of four therapeutic protocols against COVID-19. The task of global leaders is to accelerate and harmonize the clinical trial process, to ensure that once vaccines and medicines are deemed safe and effective, they can be delivered to the billions of people in the world who need them. Global leaders pledged to work towards equitable access, based on an unprecedented level of partnership. The shared commitment is to ensure all people have access to all tools and devices, both to prevent, detect and treat, and to care for and defeat COVID-19. No country and no organization can do this task alone. At the Indonesian national level, solidarity is shown by the Agency for the Assessment and Application of Technology (BPPT) which synergizes with the Technology Research and Innovation Task Force for Handling COVID-19 (TFRIC19), which consists of UGM, ITB, and a number of industry players, to produce various technology products such as 'mobile hand washer', to 'COVID Track' and 'portable ventilator' applications. Soon, BPPT will launch a Rapid Diagnostic Test (RDT) to detect COVID-19 or commonly known to the public as coronavirus 'screening', namely IgG/IgM antibody detection RDT, and micro-chip antigen detection RDT. These Indonesian-made RDTs have the advantage of being more sensitive and specific in detecting the COVID-19 virus compared to imported test kits, because they use virus strains from Indonesians. Of course this is different from RDT kits produced abroad, because these imported kits use virus strains from other countries. In addition to global leaders who have promoted solidarity, all stakeholders at the local, national, regional, and global levels, the World Health Organization (WHO) and the International Olympic Committee (IOC) are also on board to promote solidarity. 10 on Saturday, May 16, 2020 they agreed to work together to improve health through sport and physical activity. According to Dr. Tedros Adhanom Ghebreyesus, DirectorGeneral of WHO said that "WHO's partnership with the IOC is very important,".WHO works not only to treat disease, but also to help all people live their healthiest lives. Physical activity is one of the key ingredients for better health and well-being for all. Thus, global leadership during the COVID-19 pandemic provides at least 2 main lessons, which must still be carried out in the new normal era after the pandemic, namely the first is the importance of solidarity and joint work of all parties locally, regionally or globally, including the role of global leaders who must take part in overcoming health problems in any form. The second is to do physical activity to increase individual and group immunity, both to overcome infectious diseases, and NCDs (Non-Communicable Diseases). C. Global Leadership Case Study Research Title : Researcher : Nazwirman Research Effective Global Business Leadership Skills Year2020 Journal Link: https://journal.binadarma.ac.id//index.php/mbia/article/view/502 1. Introduction Global leadership is an interesting topic of research in business, social, management and human resource development (Harteis, 2012; Caligiuri & Tarique, 2012; Rockstuhl et al., 2011). The current concept of globalization brings various consequences in the business field. When the company (organization) plans to enter the global market, the country's boundaries are unable to limit the company from the pressure of competition outside the country, so the company's success is largely determined by the leader's ability to adapt to its environment including opportunities and challenges. As a business leader, you must prepare and understand well the steps of 11 steps that need to be taken. Business leaders need a global vision and perspective to effectively achieve their goals and manage their companies. Leaders must be capable and have extensive experience of cultural diversity. Global leaders need to build employee and group interpersonal skills (Byrd, 2007). A successful global corporate leader must know what leadership is expected. Individuals with different cultural backgrounds may differ in their conceptions and expectations of leadership (Ulrich & Smallwood, 2012). Global business leaders or cross-cultural leaders must see the changing world as a challenge and opportunity for company growth and individual development. In the face of change, leaders act as facilitators in responding quickly to the impact of demographics, technology, and globalization by providing global business leaders with specific skills. The objectives of this study sought to: (a) examine new forms of global business leaders in the development of management across diverse cultures and locations, (b) identify challenges for global business leaders, and (c) identify skills for successful global business leaders. 2. Research Methods The research method used is qualitative, which collects non-numerical and descriptive data that refers to data and utilizes existing theories to produce a theory. The research is subjective in nature whose results cannot be generalized or provide a clear picture in accordance with the literature study. This research extracts literature findings in relation to cross-cultural management and global leadership as a starting point in identifying leadership skills that are essential for global business leaders to face current and future challenges. 3. Results and Discussion The results of the research study that cultural competence is required by global business leaders are formed in four interconnected levels. (1) leaders need openness to recognize various cultural differences 12 by assuming that all are not the same. (2) this in turn makes it easier for the leader to develop mindfulness and enables him to recognize key differences between himself and others. (3) such cultural knowledge can be used for cross-cultural change and adaptability, including behaviors that maximize cross-cultural effectiveness. (4) in cross-cultural leadership means that a leader must be able to adjust his leadership style according to the desired situation. Global business leaders must understand that globalization has different effects on countries and societies. As the job functions and responsibilities of global leaders are more complex and difficult, a futureoriented and flexible leadership style is required. Organizations need specific leadership development approaches for effective leadership and organizational performance. Furthermore, to keep pace with the rapidly changing environment, leaders need more interpersonal skills to meet current and future challenges. Several ways to build successful cross-cultural leader-employee relationships. The following are eleven essential leadership skills (Table 1) that must be possessed in the practice of global business leaders. Table 1. Global Business Leadership Skills No . Skills Description It starts with identifying one's strengths and weaknesses. Global business leaders need to conduct tests and assessments to identify strengths and weaknesses (Dubrin, 2004). This is Develop selfawareness 1. necessary to understand individual reactions to situations and approaches to decision-making. Knowing the limitations of one's strengths and weaknesses can help leaders be more effective in cross-cultural settings (Frost & Walker, 2007). Global leaders face a highly complex multicultural world that requires an appreciation of uniqueness. individuals (Holt & Seki, 2012). Every individual has a behavior 13 that are shaped by cultural backgrounds, life experiences, and values. To better understand cross-cultural issues, global leaders must learn the demographics of each employee and appreciate the highly diverse inputs. that they bring to the workplace (Parvis, 2003). Global leaders need to understand local culture and open to differences (Frost & Walker, 2007). Understanding Cultural perceptions (stereotypes) assist leaders overcome personal mistakes and respect others who Various. Personal faults against strangers or people different from oneself can lead to failure in finding qualified employees and building Understand employee trust, as well as commitment and productivity Perception (Dubrin, 2004). It is important for leaders to (Stereotypes) 2, Culture (Understand culture stereotypes) be objective in leadership practices without making assumptions. Leaders also need to lead by giving setting an example for employees to believe in ethical behavior (e.g. respectful other people's differences and avoiding personal mistakes) in a seriously emphasized in the organization (Roy, 2012). Via cultural awareness and sensitivity, organizations have the opportunity better success in global competition and adequate return on investment (Okoro, 2012). With honoring individual character traits and unique attributes, the global leaders can avoid cultural stereotyping and unleash the full potential of workers in a workplace that diverse. A true leader must cultivate the ability and Increase selfassurance 3. confidence to help employees build enthusiasm and confidence (Weiss, 2004). To boost one's self-confidence, leaders can start by understanding competitors i.e. by studying competitor culture, performance, etc. The business strategy, organizational Effective global leaders require results, which are driven 14 by achievement and forward thinking (Gutierrez, Spencer, & Zhu, 2012). They should have the ability to quickly respond to problems and make the right decisions from different aspects (Rausch, Halfhill, Sherman & Washbush, 2001). They should also be able to identify opportunities quickly and be able to turn challenges into opportunities. Most importantly, global leadership is about initiative, trust, integrity and enthusiasm for performance. (Flaum, 2002). Global leaders should not make micro prints the world market and satisfying what has been done. Important for leaders to see the bigger picture to find out what is going on and anticipate View Description. 4. Bigger (Look at future challenges. They must see the challenges as an opportunity for organizational growth and individuals. From a global perspective to evaluate and predict future challenges, leaders need to abigger picture) look at the current situation and think outside of the box. box) with continuous learning and self-development to solve problems by using multiple senses when looking for solutions and staying alert to opportunities (Dubrin, 2004). The vision should be realistic, in line with the challenges of the future environment. foresight and respect for the organization, stakeholders, and Create a vision and be able to sell it 5. customers as a whole. To create a vision and take the organization to the next level, global leaders must have the ability to recognize and connect global trends with the organization's development plan (Lussier, 2005). Leaders must be able to create a vision for how to make positive changes. in line with organizational goals and global trends. Leaders must be able to sell their vision to employees by communicate effectively and gain support 15 employees, and influence employees to work towards vision (Cranford & Glover, 2007). It is imperative for global leaders to enrich its cultural intelligence (artificial culture) (Lovvorn & Chen, 2011). As such, their international experience can be transformed into a global mindset (Lovvorn & M. S., 2014). Chen, 2011). A global mindset is one of the special traits Develop a global mindset 6. of international leadership related to trust, manager-employee relationships, and organizational commitment (Story & Barbuto, 2011). The development of a global mindset also involves cultural intelligence and global business orientation (Story & Barbuto, 2011). Effective global leaders tend to have mental models that offer a way that valid to see and deal with complex issues in leadership practices (Johnson, 2008). Leaders need to be open-minded, think globally, and act fast for maintaining competitive advantage in organizations multicultural and global markets Get ongoing support from all levels of the organization. It is often a problem to get support ongoing from subordinates and superiors when leaders Organization supports 7. global enthusiasm to shape or lock in change for organizational development. Leaders should develop support systemsnetworking tactics to develop teamwork and leadership succession (Lussier, 2005). This is in order to be more visible and accessible to employees to improve manager-employee relations, creating a positive organizational climate, and improving overall productivity. Building Skills 8. Global leaders also need skills cross-cultural negotiation to maintain competitiveness Communication international (Okoro, 2012). They must be able to propose Effective (Build questions and exchange messages effectively due to diverse 16 effective personality and characteristics can easily lead to communication misunderstandings and misinterpretations. Words and tone must skills) be used with care in order to accurately convey messages while maintaining good relationships. As such, it is recommended that global leaders receive training in interpersonal relations and group communication competencies (Okoro, 2012). The current era of technological explosion is creating a globalized area where where people work without geographical restrictions and Psychological. The rapid development of technology not only helps organizations increase production and profit, but also helps improve activities and efficiency teamwork (Dubrin, 2004). The ability to use Search and 9. innovative technology products (e.g., video conferencing, Utilize email, etc.) are important technical skills for Source: promoting the interpersonal skills of leaders (Search for and global and international leadership practices (Roy, 2012). utilize available In addition , scientific research still provides a theory of leadership and strategic approaches that can be adopted resources) and utilized to improve effectiveness practical leadership in the field (Swanson & Holton, 2009). Leaders can gain valuable information from literature and adjust leadership styles or strategies them to better suit the needs of the organization and future challenges. Create Motivation Techniques The Right One 10. (Create appropriate motivational Effective global leaders must be able to build trust, motivate team members, and foster team spirit (Roy, 2012). Creating motivational techniques that appropriate such as rewards and recognition that can stimulate employee performance and increase a sense of belonging employees (Swanson & Holton, 2009). If using rewards 17 techniques) As a motivational technique, rewards should be fair, announced, and 18 changed periodically to ensure employees will not lose interest in fighting for the prize (Ventrice, 2003). In addition, global leaders can also motivate employees by promoting different cultural backgrounds and values (Frost & Walker, 2007). In other words, showing empathy towards others and recognizing different values, as well as beliefs and experiences, can motivate employees and make them more engaged in their work. retain the best employees. Leadership is now expected to promote 11. corporate social responsibility, an important concept in dealing with stakeholders (Smith, 2011; Strand, 2011). Organizations are expected to provide social concern for society and responsibility social to various stakeholder groups Take (Smith, 2011). Consequently, global leaders have Responsibilit social responsibility to create a workplace that y Social fun that directly affects Responsibility Seriously human welfare. To fulfill this responsibility (Take social social, Dubrin (2004) suggests four actions namely: (1) responsibility creating a comfortable and pleasant workplace, (2) seriouly) helping others to preserve the environment (such as managing toxic waste), (3) engaging in welfare politics (such as advocating against child labor that is unfair), and (4) engaging in philanthropy such as donating money to charity. Social responsibility is not a slogan, but must be incorporated into the Action. 4. Conclusion Leadership in a global business environment involves cultural awareness, a global mindset, interpersonal skills, and effective leader-employee relationships. Global leaders need to develop 19 leadership skills demanded in a global context. Eleven critical skills for leadership effectiveness in diverse workplace development were identified in this study for global leaders who intend to (a) cultivate employees' human potential, (b) improve overall organizational performance, (c) take social responsibility, and (d) acquire skills in international leadership and cross-cultural human relations. The basic premise is that global leaders need to continuously update their leadership knowledge, skills and abilities for effective leadership performance in diverse workplace development and cross-cultural management, as well as for competitiveness in the global marketplace. The international business management and human resource development communities would benefit by continuing to empirically explore and investigate the leadership skills that are important for global leaders. Future research comparing global leadership strategies across international organizations from different countries would greatly benefit the practice of global leadership. E. Evaluation 1. Practice Questions After discussing and studying the Global Leadership material, answer the questions below. 1. Explain what is meant by Global Leadership (Global Leadership in your own opinion and view! (20) 2. What are the differences between leadership types and styles! (10) 3. Articulate what the Global Leadership competencies are in the case study provided! (15) 4. Give your personal reasons for the challenges and opportunities of Global Leadership? (10) 5. Explain how the roles and strategies of Global Leadership influence leadership success! (15) 6. Create a case study on Global Leadership based on real events in your neighborhood! (30) 2. Worksheet 20 After answering the questions provided above, re-read the material related to Global Leadership and then make a Reflection / Review related to the material above and collected no later than one week after the lecture is held and for collection through the PJ / KM Class intermediary so that it is collected first before being submitted to the Lecturer. Furthermore, as a consideration for UTS, students prepare groups that are adjusted to the number of students. Then students make practical videos related to the implementation of Global Leadership in accordance with their understanding of the material. The collection limit is given for three weeks starting from the first week of November to the last week of November. The collection is done through Google Drive which has been provided by the PJ / KM Class. The topic of practice is free regarding any field and the duration of the practice video is at least 25 minutes and a maximum of 30 minutes. F. Response/Feedback Evaluation For each exercise question provided above, the weighted score for each question will be given as follows: 1. Question number 1 has a score weight of 20 2. Question number 2 has a score weight of 10 3. Question number 3 has a score weight of 15 4. Question number 4 has a score weight of 10 5. Question number 5 has a score weight of 15 6. Question number 6 has a score weight of 30 The weighting of this value is based on the difficulty level of the question. For measurements related to the level of student understanding based on the scores achieved by students through the assessment of the completeness / standard answers that have been made by the Lecturer. The assessment carried out is as follows: 1. If students get a score of more than 80, it can be said that students have a clear and good understanding of the material provided and can be categorized as very good. 2. If students get scores in the range of 70-79, it can be said that students have a clear understanding of the material provided and are categorized as good. 21 3. If students get scores in the range of 60-69, it can be said that most students still have a lack of understanding of the material provided as a whole and are categorized as sufficient. 4. If students get a score of less than 60, it can be said that students are unable to understand the material provided and are categorized as lacking. 22 CHAPTE R III A. Conclusion CLOSUR E Global leadership is a leader operating on a global stage with a global mindset in a complex and diverse environment with competencies that include networking and flexibility. Leadership in a global business environment involves cultural awareness, a global mindset, interpersonal skills, and effective leader-employee relationships. Global leaders need to develop leadership skills that are demanded in a global context. Eleven critical skills for leadership effectiveness in diverse workplace development were identified in this study for global leaders who intend to (a) cultivate employees' human potential, (b) improve overall organizational performance, (c) take social responsibility, and (d) acquire skills in international leadership and human relations across cultures. The basic premise is that global leaders need to continuously update their leadership knowledge, skills and abilities for effective leadership performance in diverse workplace development and crosscultural management, as well as for competitiveness in the global marketplace. The international business management and human resource development communities would benefit by continuing to empirically explore and investigate the leadership skills that are important for global leaders. Future research comparing global leadership strategies across international organizations from different countries would greatly benefit the practice of global leadership. B. Advice Global leaders need at least three competencies, the three things are competence to manage the organization, competence to lead oneself, and competence to lead others. There are eight leadership competencies needed to manage an organization. They are managing change, solving problems and making decisions, managing office politics and influencing others, expertise in managing risk and innovating, setting vision and strategy, managing work, managing work, ability to lead others. 23 In order for a person to be able to lead himself, there are at least seven competencies that must be possessed. namely he must have ethics and integrity, Second a leader must set an example in terms of enthusiasm and direction of goals, Third a leader must indeed show something meaningful from his leadership (leadership stature), Fourth a leader must be able to make himself continue to increase his capacity, Fifth a leader must indeed be able to manage himself, Sixth is the competence to increase self-awareness, Seventh is the ability to adapt to a changing environment. Changes must be addressed with appropriate actions. In order to lead others, the competencies that must be possessed by a person are as follows. First is the competence to communicate effectively, Second is the ability to develop others, Third is the appreciation of diversity and differences, Fourth is the expertise in building and maintaining relationships, Fifth is the competence in managing teams and work groups effectively. 24 LITERATURE Anwar, Khoirul and Linayati, Lestari. (2018). Analysis of the Type of Leadership of the Operational Director on the Quality of Employee Performance Pt. Adhya Tirta Batam (ATB). Dimensional Journal, Vol. 7, No. 1, pp.147-162 Bartlett. C.A., & Choshal, S. (1992). What is a global manager? Harvard Business Review, 70 (5): 124-132 Caligiuri, P. (2006). "Developing Global Leaders". Human Resource Management Review, (16), 219-228. Ducker, C. (2012). "Global Leadership - Grasping A Slippery Term". Mission Encounters Journal, (39), 1-9. Harris, P. R., Moran, R. T., & Moran, S.V. (2004). Managing Cultural Differences - Global Leadership Strategies for the 21st Century (6th Ed). 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