Introduction of Challenges of Leadership and Management Roles in Global Environments

            Leadership and management roles highlight the problems and issues of stakeholders and risk management and explain the perspectives of human leadership skills, ego, strategies to create wealth, taking risks and morality. Leadership and management roles incorporate the serious economic challenges in a global environment, for instance, minimization of tax obligations, dealing with market situations like monopoly and cartels, balancing professional terms between employees and employers, industries rapprochement towards social responsibilities, equality and biases, protection of human rights, regulation the access to internet, contemporary management, and autonomous markets in economy etc.

        Globalization is a consideration of leadership and management roles as it deals with trade and trade laws. Leadership and management roles are immune to a type of organization and deal with every kind of it, both local or multinational organizations and tiny or large setups (Armstrong, Adam, Denize, Volkov, & Kotler, 2017). Often, enterprise leaders are challenged by the complexity and scope of their roles that create uncertainty period and may effect on the efficiency and effectiveness of the businesses they lead. Operating within global environments is one of the key challenges many enterprise leaders face (Maranga & Sampayo, 2015). This essay attempts to examine the challenges of leadership and management roles in global environments and while consider the important role of enterprise leaders.

Leadership and Management Challenges in Global Environments

        Contemporary management is one of the challenges that enterprise leaders face in a global environment. Entrepreneurship is included in contemporary management and skill development in this field involves managing risks appropriately, identify realistic goals, and capitalize on opportunities. Creative and innovative ideas are possible if the entrepreneurial culture has established and tends to be executed leading company in a competitive advantage. Contemporary management emphasize on working effectively in the global marketplace, so it is necessary to manage diversity. The modern strategy of enterprise leaders includes establishment of values reflecting commitment towards safe workplace at all organizational levels for the employees (Stewart et al., 2018).

        The enterprise leaders often compete for the work that they are more than qualified to perform so that they could be underbid by the organization competitors. Enterprise leaders often face issues to maintain a competitive edge within the organization (Stewart et al., 2018). The issues of competitive edge can be solved by the following strategies:

        Differentiation Strategy: differentiation strategy is one of the ways by which the enterprise leaders are able to stand out the organization while uplift business in the market to gain competitive edge. Differentiation strategy typically involves highlighting a significant difference between the competitors and organization and those differences mist be valued by potential clients of the organization. The strong differentiator of business can provide competitive advantage to the organization (Watkins, 2012).

        The enterprise leader is well on the way to the prominent differentiation strategy, once the enterprise leader knows what needs to be set apart from the competitors of the organization. Especially if the enterprise leaders can explain as well as proof in a relevant way to the target audience of the organization. The place of the market does not stand still as the competitors of the organization will look at the success and try to intimate the organizational strategies. Over the period of time, the distinctive characteristics of the organization can be neutralized causing the problems of competitive edge and ultimately the loss of competitive advantage of the organization (Nienaber, 2010).

        Hence, the sustainable differentiation strategy needs to be built by the enterprise leaders so that the reputation of an organization can be built around the distinctive organizational characteristics and make the expertise of organization exceptionally visible to the target audience of the organization. The visible expertise of the organization can become the foundation of organizational professional services brand (Watkins, 2012).

        Moreover, emerging technology creates issues for enterprise leaders to achieve the organizational goals of contemporary management. The international technological organizations as well as national technological organizations startups the new technologies rapidly and it is not easy for the organizations to meet with those technologies as fast as they emerge as it requires lots of investment and research (Ready, D. A., 2004). One of the primary challenges faced by the organization in making progress with emerging technology. A challenge of ROI or benefit of new technology highest with 45 percent, regulatory concerns are on second with 41 percent, the clear use case for new technology is on third with 38 percent and lack of skills on last with 34 percent. Hence, enterprise leaders need to take these challenges into account to manage the contemporary environment within the organization (Nienaber, 2010).

Conclusion on Challenges of Leadership and Management Roles in Global Environments

        In a nutshell, leadership and management roles are immune to a type of organization and deal with every kind of it, both local or multinational organizations and tiny or large setups. The challenges of leadership and management roles in global environments are examined in this essay while considering the important role of enterprise leaders. Entrepreneurship is included in contemporary management and skill development in this field involves managing risks appropriately, identify realistic goals, and capitalize on opportunities. The enterprise leaders often compete for the work that they are more than qualified to perform so that they could be underbid by the organization competitors. Emerging technology creates issues for enterprise leaders to achieve the organizational goals of contemporary management.

        Contemporary management is one of the most important strategies to achieve organizational goals. At the organizational level, contemporary management ensures the optimum utilization of the organizational skills as well as resources by maintaining and developing organizational assets. At the ground level, contemporary management warns the leadership of upcoming risks and hurdles within the organization. Although contemporary management is the major tool to achieve organizational goals and maintain sustained organizational behavior, its implementation is not as easy as it seems and there multiple challenges and issues associated with the contemporary management such as ethics, emerging technologies, maintaining the competitive edge, and diverse workforce. The manager must take these issues into the account and find appropriate and applicable strategies to overcome these challenges (Armstrong, Adam, Denize, Volkov, & Kotler, 2017).

References of Challenges of Leadership and Management Roles in Global Environments

Armstrong, G., Adam, S., Denize, S., Volkov, M., & Kotler, P. (2017). Principles of Marketing, 7th Edition. Pearson Australia.

Maranga, K., & Sampayo, J. (2015). Management and leadership in a global environment. Journal of Management Policy and Practice, 16(1), 83.

Stewart, B., Nicholson, M., Smith, A. C., & Hoye, R. (2018). Sport management: principles and applications. Routledge.

Watkins, M. D. (2012). How managers become leaders. The seven seismic shifts of perspective and responsibility. Harvard business review, 90(6), 64-72.

Nienaber, H. (2010). A conceptualization of management and leadership. Management Decision, 48(5), 661-675.

Ready, D. A. (2004). Leading at the enterprise level. MIT Sloan Management Review, 45(3), 87.