1, Review this paper for a theory.

2. Why do you think that theory may help us understand the topic?

3. Find the first reference of the original theorist who published about it. Discuss.

4. Can you identify any variables that you would measure as you transition to an empirical proposal? If so discuss.

5. Keep all words and literature simple as possible and straightforward so it's understood for everybody.

6. APA in text style apply references please

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"Bridging Global Leadership and Local Culture: Reconciling Transformational Leadership in Diverse Organizational context"

Introduction The growing globalization of corporations has caused the demand for efficient leadership strategies that can cut across various cultures to be on the rise. Transformational leadership, which is also proven to be capable of inspiring and motivating employees while aligning personal aspirations with corporate goals, has emerged as a top trend in international leadership circles (Bass & Riggio, 2005). A relevant challenge occurs when internationally accepted leadership practices interfere with deeply ingrained cultural conventions of various locations. This fails to recognize how to deal with these conflicts most effectively to sustain leadership effectiveness.

Cultural Limitations of Transformational Leadership Transformational leadership has predominantly been investigated in contexts assuming cultural homogeneity, especially in Western contexts. Leaders who emphasize autonomy freedom, personal accomplishment, and hierarchical reduction may excel in individualistic cultures such as the United States. This approach can be irrelevant in hierarchical or collectivist societies such as Nigeria or Japan, where deference, group cohesiveness, and teamwork are required (Hagemann, 2022). The cross-cultural leadership model usually ignores local values, making local practices seem inappropriate, disrespectful, or non-productive in a specific area.

Cross-Cultural Tensions in Leadership Practices A substantial body of literature, including Hagemann (2022) and Nugraha (2021), indicates that while transformative leadership has the potential to increase motivation and performance, it can also inadvertently produce tensions among multicultural teams. If leaders do not notice the cultural models behind employees' constructions of authority, cooperation, and accomplishment, they jeopardize team solidarity. In many Eastern societies, direct conflict or disobedience is considered to be disrespectful, while transformational leadership encourages openness and questions of the status quo. This contrast can challenge the authority of the leader and the confidence of the team in being directed.

The Need for Culturally Adaptive Leadership Models One of the main flaws of the research is that no paradigm facilitates the leaders to incorporate global leadership tactics with native cultural principles. Numerous researches have been done on the significance of cultural sensitivity (e.g., Bonsu & Twum-Danso, 2018), yet an understanding of effective, practicable strategies with the ability to align global leadership principles and countries' cultural norms is lacking. This deficit is particularly relevant since businesses are based in several countries, requiring CEOs to deal with heterogeneous staff from different cultures.

Developing Culturally Informed Leadership Frameworks To address this deficit, the focus should be on developing leadership frameworks that are globally oriented and locally adapted. Leaders who have been able to effectively integrate transformational leadership concepts with culture awareness are better positioned to interact with staff of other cultures. Leadership styles shifting according to culture necessitates cultural intelligence from the leaders (Earley & Mosakowski, 2004). Cultural intelligence is knowing the worldview, behaviors, and communication patterns of individuals from various backgrounds and putting this to use in everyday leadership practice. Transformational leaders must be trained to not just motivate but also communicate and lead in ways that appreciate diversity. This entails adjusting their decision-making strategies, conflict resolution mechanisms, and communication style to local cultural norms and yet striving to discern overarching company objectives.

Practical Approaches to Cultural Alignment Moreover, studies show that the most effective leaders are those who tactfully consider the issues and concerns of their teams, recognize their cultural values, and successfully create a sense of belonging (Galperin et al., 2019). In collectivist cultures, transformational leaders will focus on team objectives and stress the importance of teamwork and cooperation, in contrast to individual achievement. Individualistic culture leaders, meanwhile, may concentrate on personal development and autonomy as the team is set toward general business objectives. This more refined approach not only sidesteps possible clashes but also pursues the highest gains from transformational leadership across cultural lines.

Adding Cultural Training to Leadership Development To further close the gap, researchers suggest that cross-cultural leadership training be incorporated into leadership development programs. Companies can produce leaders who can effectively guide multicultural teams by merging global leadership principles with native cultural traditions. This would enable leaders to maintain the necessary constituents of transformative leadershipvision, inspiration, and motivationsuch that these become adaptive and flexible within the cultures within which they work.

Discussion While transformational leadership continues to be touted as the best form of leadership, its success in other cultures is greatly dependent on the power of a leader to learn and adjust. Cultural clashes are likely to happen when leadership models are imposed without sensitivity to local values, communication styles, and organizational practices. Leaders must not only understand the core values of transformational leadership but also the cultural lenses through which their workers perceive leadership, respect, and performance. Combining cultural intelligence with leadership practice can bridge this gap without eroding motivation, creativity, or inclusiveness across operations worldwide. Finally, multinational companies must put top priority on developing leaders who are inspiring as well as culturally sensitive.

Conclusion In summary, although transformational leadership provides an effective model for energizing and motivating people, its wholesale application across different cultural contexts needs the utmost attention to local cultural values and practices. Research conducted so far has accentuated a tremendous need for more understanding in estimating how global leadership models, especially transformational leadership, can conflict with local cultural values, thus creating leadership ineffectiveness issues. To close this gap, leaders must acquire cultural intelligence and shift their leadership style to adapt to the values, communication styles, and expectations of multicultural teams. In doing so, they can create an inclusive work environment that boosts employee engagement, facilitates innovation, and improves business performance in cross-cultural settings. Future studies need to work towards developing inclusive leadership models that are a synthesis of global leadership practices, along with indigenous sensitivities, to give practical solutions to the leaders to deal with the complexities of the global workforce. Leaders who adopt this culturally sensitive model will be more effective in dealing with diverse groups and achieving sustained success in a rapidly globalizing world.

References

Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications (4th ed.). Simon & Schuster.

Bass, B. M., & Riggio, R. E. (2005). Transformational Leadership (2nd ed.). Lawrence Erlbaum Associates Publishers.

Bonsu, S., & Twum-Danso, E. (2018). Leadership Style in the Global Economy: A Focus on Cross-Cultural and Transformational Leadership. Journal of Marketing and Management, 9(2), 37. https://eldsonline.wordpress.com/wp-content/uploads/2019/04/leadership- style.pdf

Earley, P. C., & Mosakowski, E. (2004). Cultural Intelligence. Harvard Business Review, 82(10), 139-146. https://hbr.org/2004/10/cultural-intelligence

Galperin, B. L., Michaud, J., Senaji, T. A., & Taleb, A. (2019). Perceptions of Leadership Effectiveness among the African Diaspora in Canada and the USA. Journal of African Business, 20(1), 20-40. https://doi.org/10.1080/15228916.2018.1455485

Hagemann, M. (2022). Does Current Popular Leadership Literature Show Preference for Transformational Leadership? Managing Global Transitions, 20(4), 335-351. https://doi.org/10.26493/1854-6935.20.335-351

Nugraha, A. P. (2021). The Effect of Transformational Leadership Style, Transactional Leadership, and Charismatic Leadership on Organizational Citizenship Behavior (OCB) with Working Culture as an Intervening Variable. Conference Series, 3(2), 100-112. https://doi.org/10.34306/conferenceseries.v3i2.469