ABSTRACT
This chapter discusses the leadership challenges associated with the interactive dynamic strategy-making process that encompasses traits that can furnish rational forward-looking analysis, dispersed decision-making power, broad autonomy, open discussions and collaborative learning as the key ingredients of the responsive multinational corporation (RMC). The effective corporate leader should give priority to frontline engagement with support for local field experiments and a willingness to learn from updated information and current experiential insights gained from across the many parts of the multinational organization. Engagement in local discourse should be encouraged and enabling communication and information systems connecting local business entities, specialized knowledge communities, and central planners at headquarters should be in place. The human resource management process facilitated formalized and structured interactions between top management at the corporate headquarters, and managers and key employees in the local overseas subsidiaries, performed with regular time intervals as part of the internal career development policy.
