Hello. Do this make sense regarding global leadership and international business management from a cultural perspective. Do this capture that? Please do not use any AI format. Thank you. Over the years, scholars in leadership studies have stressed the significant impact of culture on the leadership process. Koopman, Hartog, andKonrad (1999) emphasize the vital role of culture, and the leadership literature consistently highlights the necessity for cross-cultural and globalleadership. Goldsmith, Greenberg, Robertson, and Hu-Chan (2003) emphasize the urgent need to build networks, foster appreciation fordifferences, and develop global leadership competencies. Despite the stability of leadership competencies, there has been an evolution in theunderstanding and application of leadership, as noted by Bennis (1985).While traditional leadership theories are valuable for understanding leadership development, they fall short in comprehensively capturing theevolving nature of leadership in the 21st century. Goldsmith et al. (2003) advocate for new leadership forms encompassing global thinking,cultural appreciation, technological savvy, building partnerships and alliances, and shared leadership responsibilities. Research into cross-culturalleadership underscores the critical role of understanding national cultures in leadership development. Derr, Roussillon, and Bournois (2002) arguethat organizations must recognize differing perceptions of leadership, challenging the adequacy of existing leadership paradigms.Leadership theories often operate from a Western-centric framework, limiting their applicability globally. Situational leadership theories, focusingon traits, skills, and styles, may not universally translate due to their Western-centric foundation. Transformational and team leadership, whileemphasizing the collective voice, may neglect cultural implications for leadership. Even within cultures sharing similar Western beliefs aboutorganizational structure, operational differences persist based on unique cultural contexts (Mutabazi, 2002).In the global economy, understanding the wants and needs of internal and external stakeholders has become increasingly important. Leadersmust shape organizational culture to address changing stakeholder needs. Edgar Schein (2006) argues that leaders can achieve this by aligningorganizational culture with the diverse cultures of countries, families, occupations, and reference groups. Culturally intelligent leaders strategicallyalign organizational culture with the people who work in them, making it easier to respond to external environmental factors, including culturalshifts. Debbe Kennedy (2008) identifies five qualities that leaders need to leverage cultural differences for the benefit of their organizations:making diversity a priority, getting to know people and their differences, enabling rich communication, making accountability a core value, andestablishing mutualism as the final arbiter. These qualities highlight the crucial differences between the ways managers and leaders handlecultural conflicts. Culturally intelligent leaders prioritize diversity, viewing it as integral to innovation and creativity. They actively seek tounderstand and appreciate the diversity within the workforce, fostering an environment of rich communication. Accountability for interculturalinteractions becomes a core value, and mutual dependence is established as the final arbiter for fostering cooperation.In organizations, the lack of a clear definition of diversity often hinders innovation. Kennedy's qualities underscore the importance of definingdiversity in a dynamic, cultural context. Culturally intelligent leaders foster curiosity for differences, provide access to cultural knowledge, andencourage daily practices to master cultural intelligence skills. Culturally intelligent leaders, as observed by Patrick Lencioni (2002), cultivate anenvironment of trust critical for working with differences in the workplace. Trust becomes foundational in interpersonal relationships, and leadersmust demonstrate vulnerability in intercultural interactions. By admitting what they know and don't know about culture and cultural differences,leaders enable richer communication and create an inviting space for intercultural dialogue. For diversity and culture to flourish, accountability isessential. Leaders create standards of accountability, articulating expectations for employees in intercultural interactions. This ensures a higherlevel of respect and trust among workers, encouraging each individual to perform at their best while appreciating differences. Leadershipbecomes even more critical when cultures are intertwined in the workplace. Bolman and Deal (2008) liken leadership and culture to intertwinedropes, suggesting that together, they are stronger and less prone to breaking. Leaders, acting as anthropologists, explore and discover culturalartifacts, guiding different values to align with business objectives. In conclusion, global leadership and international business managementdemand cultural intelligence. Leaders must recognize the changing nature of leadership, prioritize diversity, and align organizational culture withthe broader cultural landscape. Cultural intelligence, encompassing the qualities proposed by Kennedy, fosters innovation, curiosity, and trust inintercultural interactions. Leadership's critical role in shaping organizational culture and guiding diverse values makes it indispensable fornavigating the complexities of a globalized world. Considering what has been learned about global leadership and international businessmanagement from a cultural perspective, the importance of leadership in a global economy is evident in its role as a catalyst for navigatingdiverse cultural landscapes. Culture significantly influences management behavior, necessitating culturally intelligent leaders who prioritizediversity, cultivate trust, and align organizational culture with the dynamic global context. Effective and efficient international business managersexhibit characteristics such as a strong emphasis on cultural intelligence, prioritization of diversity, effective communication, accountability, andthe ability to guide diverse values towards common business objectives. These managers act as cultural anthropologists, understanding andleveraging cultural differences to strengthen the fabric of their organizations in the interconnected world of international business. consider whatyou have learned about global leadership and international business management from a cultural perspective, and explain the importance ofleadership in a global economy and how culture influences management behavior.

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Global leadership and international business management, when viewed through the prism of culture,…