Publication Date

10-1-2015

Abstract

[Excerpt] As US-based companies continue to expand internationally, it is critical that the HR function plays a major role in developing a leadership paradigm that can be effectively leveraged by the entire company and considers diverse or “non-western” styles of leadership. HR must be mindful of three key considerations when establishing this leadership paradigm. First, they should aim to create a standardized model of leadership across all regions the company operates within. Second, and just as importantly, the model must be flexible enough to allow leaders in different regions to make adjustments based on cultural differences, different regulatory and economic environments, available talent, and other factors that may influence the way business is conducted in that region. Finally, HR must ensure that the leadership paradigm is fully aligned with other internal HR processes, the firm’s overall strategy and goals, and the type of culture the firm values. Establishing a global leadership paradigm for expanding firms is a complex issue. HR professionals have the opportunity to add value by giving their companies a competitive advantage through global leadership, an increasingly critical element of success for expanding multinationals.

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Suggested Citation

Markush-Hallman, R. (2015, October 1). The role of human resources in developing diverse leadership paradigms [Electronic version]. Cornell HR Review. Retrieved [insert date] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/chrr/82

Required Publisher Statement

© Cornell HR Review. This article is reproduced here by special permission from the publisher. To view the original version of this article, and to see current articles, visit cornellhrreview.org.

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