The Role of the Proof in Math Essay - 2675 Words

The Role of the Proof in Math The notion of proof has long played a key role in the study of mathematics. It is in my opinion the role of proof that separates mathematics from the sciences and other fields of study. It is the existence of proofs that give mathematicians the confidence that their work is credible and thus allows them to continue to build upon prior work without the need to second guess what has previously been accomplished. Based upon this observation, it becomes natural to ask the questions pertaining to the use of proof in learning and understanding mathematics. If the concept of proof is so important to the field of mathematics, then is it possible that by writing proofs and studying proofs that an†¦show more content†¦construction of an empirical theory (taken from Hanna) 7.exploration, to understand the meaning and/or consequences of a definition or statement 8.incorporation of a well known fact into a new framework (taken from Hanna) This list is essentially taken from Hanna’s paper, but upon review of Knuth’s paper one would see that the first five functions are the same as the the conceptions of the role of proofs given by the teachers within his study. There are far less of these given in Tucker’s paper, but in order to show some continuity across the literature, I have included it because amongst his list of common reason’s why proofs should be used to teach mathematics is that â€Å"proofs help students understand concepts and believe results† (although he doesn’t share this view). Clearly this statement falls within items one and two, where â€Å"believe results† can be interpreted as verification and understanding goes along with the idea of explanation. If we are to believe that this list of the functions of proof in mathematics has any credibility, then we should at least be tempted to believe that the use of proofs can play a vital role in learning and understanding mathematics. If proofs can provide a means of explanation, discovery, communication, and exploration; then wouldn’t the use of proofs be a powerful tool for learning mathematics? It is my opinion that the answer to this question is a resounding yes and consequently that means should be foundShow MoreRelatedWhy Math Is Important For Teaching Mathematics And How Students Learn Mathematics870 Words   |  4 PagesMath Philosophy Paper Math is developing concepts or standards that’s important for teaching mathematics to students from Pre-K to high school. 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Current Ethical Issue in Business Paper Free Essays

string(33) " with all pertinent authorities\." Pennsylvania State University: The Jerry Sandusky Scandal Pennsylvania State University: The Jerry Sandusky Scandal Recently Penn State University experienced traumatic events when Jerry Sandusky, former defensive coordinator for Penn State football, was accused of child molestation and endangerment. Not only did the accusations of Jerry Sandusky make the news nationwide but also the unethical actions of athletic director, Tim Curly, head football coach, Joe Paterno, and University Senior Vice President at the time, Gary Schultz. The following will define the issue and its basis, ground rules that manifested the situation, what brought the issue about, how did key individuals come into play and the ethical systems at work of these key individuals. We will write a custom essay sample on Current Ethical Issue in Business Paper or any similar topic only for you Order Now There will also include a proposed plan for revising the ethical decisions made of this issue. Unethical Issues On Friday, March 1, 2002 Mike McQueary, a graduate assistant of Penn State, entered the locker room at the Lasch Football Building to place new sneakers in his locker (â€Å"Penn State Scandal,† 2011). During the time Mike McQueary was in the locker room he heard noises coming from the shower. When Mike McQueary peered into the shower, he claims to have witnessed Jerry Sandusky naked in the shower and performing inappropriate actions with who appeared to be a 10-year-old boy (â€Å"Penn State Scandal,† 2011). After leaving the locker room Mike McQueary notified his father of the actions, he witnessed. After hearing this news Mike McQueary’s father stated that Mike must inform head football coach Joe Paterno. On Saturday, March 2, 2002 Mike McQueary notified Joe Paterno of the incident the previous night (â€Å"Penn State Scandal,† 2011). Upon hearing this news Joe Paterno made a decision to notify his immediate superior, athletic director Tim Curly. Upon hearing this news from Joe Paterno, Tim Curly informed University Senior Vice President, Gary Schultz. More than a week later, Gary Schultz called Mike McQueary into his office to have Mike explain the details of what he witnessed to Gary Schultz and Tim Curly. Joe Paterno was not present during the meeting. Actions Gary Schultz and Tim Curly instituted toward Jerry Sandusky were the confiscating of the locker room keys and an incident report sent to The Second Mile, an organization Jerry Sandusky formed to elp young children. Mike McQueary, Joe Paterno, Tim Curly, and Gary Shultz never reported the incident to University Police. Basis of the Issue Tim Curly and Gary Schultz never reported the incident to police because they claim that Mike McQueary only reported â€Å"inappropriate conduct† that made Mike McQueary â€Å"uncomfortable,† but never mentio ned any sexual activity (â€Å"Penn State Scandal,† 2011). Thus, Tim Curly and Gary Schultz believed their solution to confiscate Jerry Sandusky’s locker room keys and inform The Second Mile organization was sufficient. Since both Tim Curly and Gary Schultz executed this decision, and without any knowledge of sexual crimes committed by Sandusky, there was no need to notify University Police (Curry, 2011). Joe Paterno believed at the time his decision to inform his immediate superior was the most ethical decision but realizes he should have informed authorities also. Situation Manifestation Any university must have ethics and ground rules to follow; however people must to follow anyway of proper conduct at home, professional, and to be a good citizen. No Adult in any situation or under any circumstances to have any sexual intercourse. A communication breakdown with official and the University of Pennsylvania University concerning about the sexual scandal with former football coach â€Å"Jerry Sandusky. † According to the Mike McQueary testimony that he testified when he first told Pennsylvania State Athletic Director Tim Curley and Vice-President Gary Schultz what he had seen Jerry Sandusky doing to a boy in the football shower, back in March 1, 2002. According to Twitter accounts of McQueary’s testimony from this morning provided by the Patriot-News, McQueary said that he had gone to the Lasch Football Building that night to pick up a pair of sneakers and a football game film from his locker; he heard a â€Å"rhythmic slapping sound† and saw in a mirror Jerry Sandusky in the shower with a boy who appeared to be 10 or 12. He believed Sandusky was â€Å"molesting the boy†: (Don Walvelton pp3, deadspin) McQueary told them that Sandusky was extremely sexual involved with minors, but they told McQueary that they will investigate and meanwhile Sandusky cannot be on football showers or close to a minor. However, Sandusky still showed up after the warning, McQueary was told by Curley and Schultz not to discuss the incident. McQueary should have handled this procedure differently not just calling his father, but he should have called the authorities. He should have looked for internal help from the university. It seems official overlooked the possible problems and possible future issues or the damage to the Pennsylvania State University image. The officials were charged with perjury because they did not pursue the investigation with diligent. This sexual abuse behavior of Sandusky could be preventing it by the first sign of sexual abuse, but the missed miscommunication and the allegations brought it up was extremely delicate. Another judge was point to the case because of conflict of interest. Evaluation of Ethical Systems No ethical systems were at work for any individual involved in the scandal at the organization of Penn State. The ethical dilemma was going on for more than 10 years. A few individuals had the chance to report information to a higher authority but did not, which became unethical business behavior. Mike McQueary used duty-based ethics by telling the Athletic Director Tim Curley and Vice-President Gary Schultz what he had seen in the shower the night of the incident. After McQueary informed the athletic director and vice-president he should have gone to a higher authority. The issue could have been handled better if there were ethical guidelines and protocols in place. It would have also helped if there was a formal documented interview with Jerry Sandusky and Mike McQueary along with all pertinent authorities. You read "Current Ethical Issue in Business Paper" in category "Papers" The organizational leadership was marginal at best, and it would be thought that leadership is something that every football team is taught to be a leader and team player. In this case the management did not show leadership. To have organizational leadership the organization must constantly be supervised with weak points identified. After investigating the incident the athletic director and vice president should have been leaders of the organization and forwarded the issue to the proper authorities. They failed to see the magnitude of the situation as well as the level of involvement an issue like this calls for. This is how the ethical behavior and responsibility differed between the employees and management. Mike McQueary’s responsibility was to tell the athletic director and vice president. Once management was notified, it was their responsibility to forward the issue on to the proper authorities for a proper investigation. Joe Paterno should have been notified constantly from Coach Mike McQueary, especially if the ethical dilemma continued to take place. Involving the head coach could have prevented secrets from being held back, and could have also kept jobs from being lost. Revising Ethical Standards These tragic events have led to the evaluation of the University’s Ethical Standards and Guidelines. As ethics become a more prevalent part of the academic system, Penn State has recognized the need for reform. Their current standards and guidelines are out-of-date and require attention. In order to effectively issue and implement changes, Penn State officials will need gather resources and assemble a plan. With any situation of this magnitude, the timeline between the event and the organizations response is crucially important. Penn State officials will need to address the matters in a timely manner to show their dedication to upholding the pride and principles Penn State was founded on. The first step in this plan should include a clear and precise set of regulations, guidelines, and principles. The essence of these materials should be detailed in nature while addressing every potential person or party that participates in the University’s program. This will aid in helping individuals make the correct decisions when they encounter ethical dilemmas such as this. As stated earlier, many of the individuals involved in this case felt as if they took the necessary actions toward the situation. Unfortunately, they were mistaken, but if they had a solid set of guidelines to refer to they would not be questioning the extent of their involvement as the guidelines would take them step by step through the proper protocol. After the compilation of the Ethical Standards and Guidelines, the next step would be to inform. Many organizations have such standards in place; however, not all organizations make this information readily available. In junction with making the newly developed Ethical Standards and Guidelines accessible to all members, Penn State should implement an educational training program mandatory for all members of its organization. This makes sure that every individual involved with campus activities is aware of basic ethical standards, methods of obtaining all ethical standards and guidelines, the severity of ethical misconduct, as well as resources should they have any questions or concerns about ethical dilemmas. The Penn State Scandal has become a media feeding frenzy. This is unfortunate as the school is very well renowned and based heavily on traditional values and principles. As a university with this level or prestige it is important to show the public their focus and determination in correcting these ethical shortfalls. Organizations that own up to their faults and go above and beyond in correcting them, receive more positive feedback from the public. This allows them to reclaim their dignity and rebuild confidence among the organization. The last step in this cycle is the evaluation of both short-term and long-term compliance. All ethical dilemmas should be reported to a committee or appointed group so the issues can be tracked, monitored, and learned from. If the revised Ethical Standards and Guidelines do not show a decrease in overall ethical issues these standards and guidelines should be carefully reevaluated. An organizations ethical system is always changing. As society changes so does our ethical system and ideal compliance. An organization should keep up with these changes and consistently monitor their own ethical system to ensure that it is operating efficiently. Ethics has long been overlooked, but the events over the past decade have forced all of America to reevaluate our ethical standards and systems. American Society will continue to change and events like the Penn State Scandal will open the door for many other victims to speak out. This will increase the importance of sound ethical practices within an organization. Organizations that want to grow and enjoy continued success will identify this trend and increase their focus on ethical standards. Although these three men believed at the time that each was making the most ethical decision, the decisions each man made was not enough. Whenever an incident occurs with children, no matter how innocent it sounds, authorities need to be notified. The choice not to involve authorities has had an extreme impact on the university, faculty, students, alumni, and surrounding community. Although these events are tragic, the University of Penn State must push forward and focus on rebuilding their ethical principles. With dedication and support from their students and faculty, Penn State will rebuild and establish a new set of traditions that teaches, informs, and pursues the act of ethical decision making. References Concertino, D. (2011). Penn State Scandal. Retrieved from http://deadspin. com/5868802/penn-state-witness-mike-mcquearys-testimony-some-kind-of-intercourse-was-going-on? tag=penn-state-scandal Curry, C. (2011). Joe Paterno Said to Delay Sex Assualt Report to Avoid Ruining Weekend. Retrieved from http://abcnews. go. om Penn State Scandal. (2011). Retrieved from http://espn. go. com Trevino, L. K. , Nelson, K. A. (2007). Managing business ethics: Straight talk about how to do it right (4th ed. ). Hoboken, NJ: Wiley. University Ethics. (2011). Retrieved from http://www. universityethics. psu. edu/ Wolverton, B. (2011). Failure to Alert Board Cost Penn State’s Leadership Dearly. Retrieved from http://ehis. ebscohost. com/eds/detail? sid=b0f76a79-d87a-4deb-b3cb-c855305cbb33%40ses sionmgr15vid=3hid=6bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=f5hAN=67758895 How to cite Current Ethical Issue in Business Paper, Papers

Leadership in Multinational Enterprises †MyAssignmenthelp.com

Question: Discuss about the Leadership in Multinational Enterprises. Answer: Leadership Challenges in Multinational Enterprises In todays competitive business world, multinational enterprises focus on the significance of effective leadership style of their executive officers in order to gain a competitive advantage. Due to globalisation and digitalisation, operations and functions of multinational enterprises are continuously changing. Professor Ed Schein suggested that effective leadership styles can assist organisations in maintaining an open culture that is crucial to their success (Levy, 2015). The companies have to consider different factors that hinder the development of their open culture. This essay will evaluate the importance of upward communication and senior level behaviour in multinational enterprises based on an interview given by Professor Ed Schein. This essay will analyse the article written by Paul Levy on CEO behaviour which was upload by The Conversation called Has the CEO really changed or is it business as usual? This essay will examine different leadership styles that facilitate the ope n culture in organisations and discuss the factors that are likely to hinder the development of open culture in a firm. Further, this essay will discuss the potential impact of emerging of more distributed forms of leadership styles in multinational enterprises. Todays business environment is continuously changing due to various aspects such as globalisation, large number of competitors, impact of social media, emerging markets, exponential rate of change, new technologies that are influencing businesses, and others. The factors influence the business of multinational corporations along with affecting the role of its senior leaders (Iles, Chuai, and Preece, 2010). Schein provided in his interview that executive officers in multinational companies are facing new challenges which require them to change their leadership styles. He emphasised the importance of upward communication and the behaviour of senior leaders and how they affect a firms effectiveness. The Great man theory, macho and hierarchical leadership theory has changed for more responsive, authentic, inclusive and humble view of senior leaders in multinational firms. In todays business worlds, senior leaders face challenges such as leading and managing change, lack of honest feedbac k, implementing innovative approach, lack of effective communication channels, assessing training and development requirements, performance management, lack of honest feedback, managing internal stakeholders and politics, and others (Javidan and Dastmalchian, 2009). In order to address these challenges, agility, flexibility to respond, speed of defining, resilience, ability to adapt, and executing strategic priorities is crucial. These factors change the way MNCs are operating, and it creates new challenges for the leadership of senior-level executives. The way multinational corporations operate is continuously changing due to a shift frommanagement and control focus to the alignment focus on the firm. Organisations focus on motivating their employees to improve their performance and achieve common corporate objectives rather than forcing them to perform better. The importance of Corporate Social Responsibility (CSR) is growing among modern corporations, and the senior levelmanagement focuses on fulfilling firms corporate responsibilities (Groves and LaRocca, 2011). Organisations focus on improving customer relations rather than maximising their profits in order to sustain their growth. The number of jobs on contract is increasing which allow enterprises to cut their operations costs and increase their investment in the welfare policies of their employees. In order to effectively address these challenges, senior levelmanagement is required to improve their leadership styles. With the growing requirement of skilled labour, the manage ment focuses on improving employee retention rate which provides them a competitive advantage over others (McDonnell, et al., 2010). For example, Google has implemented an employee-centric approach in which it provides a number of benefits to its employees such as free teaching, free food, flexible working hours, long maternity leaves, and others to improve its relationship with them which improve its retention rate (Battelle, 2011). Therefore, the way MNEs are changing, leadership challenges associated with them are changing as well. Leadership Styles that Promotes Open Culture Traditionally, the idea of business culture was often dismissed by the top-level management and top executives considered it as unquantifiable, soft and a waste of valuable time. However, industries and media landscape have changed the traditional approach, and the management in modern corporations focus on implementing effective programs for promoting open culture in companies. A number of studies have proved the importance of an open culture in corporations and how management can use it to sustain the firms future growth (Greenstein, 2012). Open culture is defined as a concept in which knowledge spread freely among employees and the growth of the company comes from altering, enriching or developing existing work based on collaboration and sharing (Ayman and Korabik, 2010). Schein emphasised the importance of upward communication and how modern leaders did not pay attention to it. Schein provided that effective management require a collaborative effort between employees and leaders (Levy, 2015). Employees assist managers in understanding the key issues in the organisation that negatively affects their productivity and leaders can implement appropriate strategies for tackling such issue. Open culture provides a number of benefits to modern corporations such as improve communication, motivated employees, effective relationships, lack of disputes, faster achievement of organisational goals, effective change management, and others. As per Schein, managers can improve their leadership styles to promote open culture in the organisation. There are a number of effective leadership styles which promotes open culture in the company, such as Servant, Charismatic, Laissez-Faire, Affiliative, Participative and others. Levy (2015) provided that CEOs in the traditional modern of leadership such as Top-down, macho and hierarchical are changing and more humble, inclusive, responsive and authentic view of senior leaders is growing between enterprises. Servant leadership style focuses on putting the needs of others first and helping them develop their skills in order to assist them in performing as highly as possible (Mittal and Dorfman, 2012). Robert Greenleaf provided in 1970 that a servant leader focuses on fulfilling the demands of employees first and serving them rather than fulfilling his/her own interest. Effective implementation of servant leadership style promotes open culture in a firm because employees feel that they are a curial part of the company. Managers fulfill the requirements of employees which motivates them to perform better and improve their overall performance (Melchar and Bosco, 2010). Schein highlighted the importance of upward communication in his interview, and he provided how open culture enable employees to share their opinions with the managers. Servant leadership encourages employees to give their feedback to leaders because of availability of effective communication channels (Pekerti and Sendjaya, 2010). Therefore, implementation of servant leadership assists managers in establishing an open culture in the organisation which leads to sustaining its future growth. Another leadership style which promotes open culture in companies is Charismatic leadership style. Charismatic leaders focus on inspiring the people around them and encourage them to do things together. The attitude and personality of charismatic leader play a crucial part in the establishment of an open culture since it inspires passion and action in others (Wilderom, van den Berg, and Wiersma, 2012). Charismatic leaders are often visionaries, much like pacesetters and innovators. They have clear vision regarding their goals and purpose which motivates others to follow them as well. The inspiration creates a positive and open culture in the company since employees are motivated to achieve common organisational objectives. Schein stated that it is necessary for leaders to forget their ego and work with employees to find creative and innovative solutions for business issues which lead to sustaining their growth (Avolio and Yammarino, 2013). Similarly, charismatic leaders focus on esta blishing positive communication with employees in order to understand their issues and finding creative solutions for addressing such problems which positively influence their performance. On the other hand, Laissez-Faire leadership style focuses on providing very little guidance to employees as long as they are achieving the organisational target (Rafiq Awan and Mahmood, 2010). Instead of inspiring employees to perform better as per Charismatic leaders, Laissez-Faire style focuses on delegating responsibilities and allowing employees to take business decisions which establish a positive culture since employees feel like a part of the company. Daniel Goleman gave the concept of affiliative leadership style in 2002 which provides that the leaders should build effective teams in which members feel connected to each other (Hadjithoma-Garstka, 2011). The primary objective of affiliative leadership style is to develop harmonious workgroup culture which helps employees in solving disputes. The harmony between employees reduces the number of organisational disputes which resulted in developing an open and positive work culture. Employees feel connected with colleagues and managers which resulted in creating positive upward communication channels that lead to improving their performance and sustaining firms growth (Chapman, Johnson, and Kilner, 2014). Similarly, Participative leadership style focuses on taking employees inputs during decision-making process which resulted in establishing an open culture in the enterprise in which employees feel confident to give their opinion regarding existing and future organisational policies ( Dorfman, et al., 2012). Participative leaders boost the morale of employees because they provide them the option to contribute to the decision-making process in the firm. Effective participative leadership style helps employees in accepting changes in the organisations since they play a role in the process. Participative leaders promote collaboration in work, encourage sharing of ideas, and conflict resolution which leads to establishing an open culture in the enterprise (Gharibvand, 2012). It also assists in improving upward communication in a company since employees share their views and opinions with managers during decision-making process which creates an open culture in the organisation. Factors that hinder the development of Open Culture There are a number of factors which hinders the development of open culture in corporations that resulted in negatively affecting the performance of employees. Lack of effective open culture increases various issues in the organisation such as workplace disputes, worker absenteeism, discouraged employees, negative relationship between management and workers, reduction in firms performance, lack of upward communication, difficult in managing change, and many others (Mortara and Minshall, 2011). Managers are required to assess various factors which negatively affect the development of open culture in the company. Schein provided that one of the key factors which negatively affect the development of an open culture in corporations is the ego of managers. Leaders who consider themselves above their followers failed to establish an open culture in their organisations. Employees did not feel connected to their leader which discourages them from communicating their issues with managers. Ego istic behaviour of leaders negatively affects the upward communication in the organisation because employees did not feel safe while sharing their issues with the manager (Gebauer, Edvardsson and Bjurko, 2010). They did not feel connected with the leader, and they fear that sharing their issues might negatively affect their position the company. Schein stated that egoistic behaviour of managers negatively affects the performance of employees and the company as a whole due to lack of upward communication (Schein, 2012). He stated that management is a collaborative effort and leaders require losing their ego in order to develop an open culture in the company which positively influence the performance of employees and the corporation. Lack of communication channels between employees and managers is another factor which hinders the development of open culture in a company. Employees feel discouraged if they are not able to share their issues or problems regarding the working environment in a firm. Generally, senior level management develops policies for employees without involving their opinion in the process (De Vries, Bakker-Pieper, and Oostenveld, 2010). Such policies did not necessarily address the issues faced by employees because the management did not involve their opinions or collect their feedback. Lack of effective communication policies also resulted in increasing organisational disputes. A high number of conflict between employees results in decreasing the productive performance of employees (Zulch, 2014). Demotivated employees did not focus on fulfilling organisational goals; instead, it hinders the development of open culture in the firm. Managers should focus on creating a working atmosphere in which internal communication is easy and free flowing because it is ideal for culture creation. Difficulty in the establishment of an open culture arises when speaking to one another become forced, un-enjoyable and difficult for employees. An open culture requires that employees are able to freely share their thoughts and opinions regarding the issues that they face in the organisation to senior level management. Effective culture can be fostered and easily achieved through the recruitment and selection process. Another factor which hinders the development of open culture in corporations is that no one in the firm talks about the culture. The senior-level managers should discuss regarding the internal culture in a company and focus on implementing policies that promote the establishment of an open culture (Zehir, et al., 2011). The top-level executives should take appropriate steps for developing and establishing a positive culture in the enterprise because it cannot be established without their support. Poor discipline is another factor which negatively affects the development of open culture in the enterprise. For example, undisciplined environment makes it easy for unethical behaviour to prosper which discourage employees in a firm. If the senior level management did not act in time to punish or remove unethical employees, it will discourage ethical employees to perform better. Employees are more likely to avoid organisational policies if they see that the management did not punish or rem ove unethical employees for their behaviour (Sanchez, et al., 2013). It resulted in increasing disputes between employees, and they are less likely to comply with organisational policies which hinder the development of an open culture. Hypercompetitiveness between employees also results in creating barriers for the establishment of positive and open culture in a company. For example, if a firms culture rewards its employees who pursue personal advantage rather than focusing on their contribution to the performance of the entire team, it will result in hinders the development of an open culture (Chen, Lin, and Michel, 2010). In this case, employees might overstep ethical boundaries in order to get ahead of their competition which leads to increasing organisation disputes. Friendly competition between employees assist in improving the performance of workers, but when the competition gets too competitive, it negatively affects the development of an open culture. Lack of empathy among employees and management is another factor which adversely influences the development of an open culture in an enterprise. Human interaction between top-level managers and employees is necessary since it is a fundamental requirement to cr eate relationships as well as culture (Baumeister and Masicampo, 2010). For example, understanding and being empathetic towards employees and co-workers assist in strengthening the relationship between them which resulted in creating an open culture in the enterprise. Managers should determine and understand these factors since they negatively affect the development of an open culture in a company. They should implement effective policies for addressing these factors in order to establish a positive and open culture in the enterprise. Impact of Distributed forms of Leadership Distributed leadership is defined as mobilising leadership expertise at different levels in order to generate more opportunities for building and changing capacity for improvement. The concept of distributed leadership primarily concerned with the practice of leadership instead of defining different leadership roles or responsibilities. It promotes organisational learning which is crucial for developing employees capabilities and sustaining the growth of an enterprise (Harris, 2011). Distributed leadership approach focuses on understanding the influence of leadership and it affects different individuals in a firm. It equates with collective, extended and shared leadership approach which assist in building the capacity for improvement and change. Modern leaders focus on implementing distributed leadership approach for addressing various organisational challenges and implementing an open culture in the firm. The popularity of distributed leadership is growing among modern leaders, and new forms of distributed leadership are emerging. For example, MacBeath (2005) provided six different forms of distributed leaders which include pragmatic, formal, opportunistic, cultural, strategic and incremental. Distributed leadership approach focuses on various factors such as upward communication, open culture, leadership challenges and others in order to implement policies for improving employees performance and sustaining firms growth. Levy (2015) provided that modern executives are accepting the importance of new leadership approaches, but the pace of change is considerably slow. Most leaders avoid implementing these policies which resulted in negatively affecting the effectiveness of their leadership style. Increase in a number of distributed forms of leadership resulted in positively affecting the leadership styles of modern leaders. The impact of increase in distributed form of leadership will enable managers to assess various leadership challenges faced by them (Bolden, 2011). Such information will assist them in implementing effective policies for addressing leadership challenges that assist in sustaining the firms future growth. Schein provided that most of the senior executives did not understand the importance of collaboration with employees and how it can assist them in effectively operating the corporation. The behaviour of leaders also plays a crucial role in effective implementation of effective distri buted leadership style. With new emerging forms of distributed leadership styles, leaders will be able to effectively handle different issues faced by them while operating a multinational enterprise. They will be able to effectively address the challenges faced by them due to globalisation and digitalisation (Lumby, 2013). Therefore, emerging of distributed forms of leadership will assist managers in improving their leadership style and effectively addressing the challenges faced by them while operating multinational corporations. In conclusion, multinational enterprises are changing due to various factors such as changing market requirement, fluctuating political factors, requirement of innovation, challenges relating to employees, impact of social media and other. These factors create new leadership challenges for managers such as managing organisational change, employee disputes, performance management, lack of honest feedback, and others. There are various leadership styles which facilitate the open culture as provided by Schein such as Servant, Charismatic, Laissez-Faire, Affiliative, Participative and others. There are various factors which hinder the development of an open culture in the enterprise such as poor communication, hypercompetitiveness, disputes, lack of empathy, not providing importance to organisational culture and others. 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