Understanding my unconscious biases has been crucial in becoming a more effective global leader. I’ve realized that confirmation, insider, attribution, and overconfidence biases can easily distort my perceptions and decisions, limiting inclusion and collaboration. At times, I’ve relied too heavily on familiar perspectives, gravitated toward those who share similar values, misread culturally distinct behaviors, and overestimated my intercultural understanding based on past experiences. These patterns also exist within the institution I work at, where policies and evaluations sometimes fail to reflect cultural nuances. Moving forward, I see the need for greater self-reflection, structured bias-reduction practices, and ongoing cultural learning to build more inclusive leadership and truly embrace diverse perspectives.

Assignment 7.1 asked students to write about a global leader, analyzing this leader’s practices against global leadership competencies. I chose to focus on Michael Crow, the President of Arizona State University, who has transformed ASU into a “New American University” through ethical innovation, strategic partnerships, and technology-driven learning. I learned how Crow combines visionary leadership, organizational acumen, and an unwavering commitment to inclusion, making higher education more accessible while maintaining academic excellence. I gained valuable insight into how global leaders can disrupt outdated systems while staying true to their core values by examining Crow’s approach to balancing innovation with equity. Reflecting on his leadership allowed me to identify my own opportunities for growth in fostering inclusion, embracing digital transformation thoughtfully, and leading ethically in complex, rapidly changing environments.