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Genuine Leadership in International Negotiations

Leadership and international negotiations are profoundly significant to the success of many multinational organizations. Even more significant is the mastery of these two subjects for an organization looking to expand into the global marketplace. Additionally, in order to achieve sustainable business practices, leaders within any organization must successfully navigate negotiations in search of ecological, win-win outcomes. The rapid expansion of the global marketplace has placed many leaders worldwide in uncharted territory and has possibly forced leaders to redefine what they must do to achieve the successes their organizations demand. Faced with these corporate realities, it is imperative that leaders better understand what type of leadership is needed in order to achieve sustainable, ecological, win-win outcomes.

Traditional leadership has long relied upon sales and rapport skills to navigate negotiations of all kinds. Additionally most negotiations focus on terms, conditions, and prices in order for the parties to mutually agree to form a contract, in this regard the American culture often does not embrace the need to create a larger environment for ecology in order to come to an agreement (Wengrowski, 2004). Leadership has also traditionally relied upon the individual with the most mastery of these skills to lead the team within the negotiations as well. Further, historically senior leadership have called upon sales manager to be leaders within the organization. Senior leaders call upon these sales managers to articulate the vision, communicate the vision, and provide resources to subordinates in an ever more challenging quest to facilitate quick information gathering, processing, and decision making in order to sustain a competitive advantage in the marketplace (Chonko, Grisaffe, Jaramillo, Roberts, 2009).

The existence of win-lose strategies still exist and we can see examples across all realms of business. One party persuading the other to accept a possibly unpalatable option is not necessary. In synergistic, or win-win negotiations, there should be a belief that mutually beneficial options can be created (Prestwich, 2007). In the ever dynamic fluctuations of national and global economies, a down turns often puts a strain on the win-win goal. The result of a win-lose outcome in the long term remains the same as ever; lose-lose. Yet this fact is often forgotten as there are still those who the lure of short-term gains and pressure from sales managers and organizations at all costs still affects them (Basley, 2010).

While refined, organizations typically seek next level sales and rapport skills in order to successfully navigate international negotiations, in today’s exponential global expansion it is not enough. This particular conundrum exists as an outcome-based realm, so long as the outcome for the organization is positive gain it is simply deemed successful. Thus, no one raises any questions regarding the ecological, win-win outcome perspective. Leadership at this point is focused on the quantifiable improvement of the notion of positive gain. While this traditional approach to leadership in international negotiations historically has propelled organizations forward it is not a sustainable practice. However, at the moment though, as long as the organization experiences positive gain it is seen as a success.

It is the drive to achieve an ecological, win-win outcome that separates the truly genuine and remarkable leaders from those who simply have achieved positional leadership and are concerned only about the short-term gain versus the long-term sustainable relationship. Leaders today face a myriad of problems as they forge ahead in their respective fields toward their company's goals. Truly talented leadership must take everyone into account before they can grant their approval to the process.

Basley, P. (2010). Connective bargaining. Financial Management, 35-36. Retrieved from
Chonko, L. B., Grisaffe, D. B., Jaramillo, F., & Roberts, J. A. (2009). Examining the impact of servant leadership on sales force performance. Journal of Personal Selling & Sales Management, 29(3), 257-275. Retrieved from
Prestwich, R. (2007). Cross-cultural negotiating: A Japanese-American case study from higher education. International Negotiation, 12(1), 29-55. Retrieved from
Wengrowski, B. S. (2004). The importance of culture and bargaining in international negotiations. Defense AT&L, 33(5), 26-29. Retrieved February 21, 2014 from

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