Two examples of how pressure impacts a global leader's performance.
From global leaders of publicly traded companies, pressure can be an enormous incentive to mislead or obfuscate financial performance. For many publicly traded companies, Wall Street often pressures leaders into making quarterly figures or provided annual guidance. This guidance is often related uncertain facts such as revenue growth, margin and ultimately profitability. However, as COVID-19 has shown, the future can become very uncertain which makes financial projections from global leaders uncertain. In many instances, to make the financial projections, global leaders may engage in unethical behavior designed to appease investors, and maintain the stock price. Historically global leaders have done this through fraudulent accounting activity such as sending products to consumers prior to making a sale in order to generate higher revenue. In addition companies have been know to offer large incentives right before year end to encourage consumes to purchase enough products so they can make annual sales figures. Certain global leaders such as those in Enron simply hid financial transaction from investors to make the company appear more profitable than it was. All of these often occurs due to pressures placed on global leaders to make financial numbers that inherent uncertain (Ash forth, 1995).
In addition, pressure can impact global leaders by allowing them to reach new leadership levels they previously thought unattainable as it relates to skills development. Pressurized moments allow the best leaders to excel and leverage their skills to help the organization. For example, Black Berry was once heralded as one of the preeminent smart phone providers in the world due to their unique design...
…and a much more fulfilling work environment for all employees through meaningful interactions. Likewise, this can mitigate the common stereotypes that leaders often have related to a certain culture or race. By the removal of ignorance and enhancing understanding, many of subconscious biases leaders have towards those of different cultures can be properly eliminated (Benet-Martinez, 2002).The cons of cultural immersion are that it requires a large of amount of time and intensity to see the benefits of these investments. Cultural immersion is not a short process and requires dedication on the part of leadership to make a genuine understanding of different cultures. In some cases, the organization culture can become diluted due to so many different cultures and opinions that run counter to one another. In this instance, it may be beneficial to enact a single policy that…
References
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