Journal reflection on article

What makes a great leader? This age-old question has led to many discussions and
debates among scholars and ultimately the development of many leadership theories. The
requirements for leadership have vastly changed in a short amount of time due to globalization
and technology. As leadership has evolved, a new set of competencies are now required by
leaders who want to influence on a global scale. This article will explore leadershipframeworks
which have developed over the past few decades by thought-leaders to equip leaders for the
modern age. The research being summarized is not original; however it is collected and
presented in a cohesive way that is unique and timely. The authors will leave the readers with
suggestions for future studies, and predictions about the future of global leadership competency.
Global leadership theories have a lot to do with the globalization of the world (Friedman,
2007). One of the main theories of global leadership is based on the idea of intellectual
leadership (Young, 1991). There has been much research in the study of successful leaders
internationally and some of the research began with the Global Leadership and Organizational
Behavior Effectiveness (GLOBE) program that studied culture and leadership in 62 countries
(House, Hanges, Javidan, Dorfman, & Gupta, 2004). The researchers found that leaders have
certain attributes that may lead to their success or failure in organizations. For example, certain
sensitive situations such as language barriers and communication issues may hinder a leader’s
performance. Also, in some cultures certain attributes of the leaders were seen as a strength,
while in other cultures these attributes were seen as a weakness. For instance, assertiveness and
individualism were seen as unsuccessful ways of communication in some cultures.